Suggestions and recommendations for improving the quality management system. Modern problems of science and education Recommendations for improving QMS
In connection with increasingly stringent requirements in terms of the production of quality products and the provision of services, various proposals are put forward to improve the QMS, starting from the beginning of design and ending with implementation in the structure of the organization.
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Tumaeva Tatyana Mironovna, director, “Honorary Worker of Education”, Novosibirsk
Malygina Lyudmila Pavlovna, Deputy Director for Scientific and Methodological Work, “Excellence in Public Education”, MBOU of the city of Novosibirsk “Aerospace Lyceum named after Yu. V. Kondratyuk”, Novosibirsk [email protected]
Continuous improvement of the quality management system based on analysis of self-assessment results
Abstract: The problem of improving the quality management system in an educational organization and the effectiveness of the lyceum’s participation in the regional project “Implementation of a model of an education quality management system in educational institutions of the Novosibirsk region” are considered. Key words: project, process, quality management system (QMS), education quality management ( UKO).
Life is an escalator moving down. To stay in one place, you need to walk. And to move up, you have to run. / Commandment of effective managers /
The lyceum has been successfully implementing the regional project “Implementation of a model of an education quality management system in educational institutions of the Novosibirsk region” for three years. The lyceum has developed, implemented and certified a quality management system (international certification body TÜ NORD CERT Gmbh, Essen, Germany). Currently, there is some experience in the creation, implementation and certification of education quality management systems in educational institutions (including Novosibirsk) in accordance with the requirements and recommendations of international and Russian quality management standards. ISO 9000 series standards consider measuring the effectiveness of a quality management system as one of the main tools for improving the system and direct senior management to regularly assess the effectiveness and efficiency of the QMS. The international standard is universal and is a declarative document. The above standards do not offer a specific mechanism for assessing the effectiveness of both individual processes and the QMS as a whole; the issues of developing an appropriate methodology are of great practical importance. System assessment covers activities such as audit, analysis, and self-assessment. Currently, various methods of self-assessment of organizations are used, which allows us to design steps in development and provides a basis for analyzing the changes that have occurred. This problem is relevant for educational institutions that have passed certification and determine the future path of QMS development and the organization as a whole. The novelty of the problem is that in the education system of the Novosibirsk region, only 25 educational institutions have certified the quality management system in Russian and international certification bodies. The experience of improving and developing QMS in the UNSO has not been described; the first steps are being taken by organizations in this direction.
The goal of the project is to improve the QMS and increase the performance of the lyceum. Project objectives: define criteria and methods for assessing the effectiveness of processes and the system as a whole; generate input data for a comprehensive process of self-assessment of the management system; conduct a self-assessment of the quality management system using a range of techniques ; develop an action plan to improve the QMS at the lyceum; conduct a SWOT analysis based on the results of the top management report; use audit recommendations to improve the QMS.
Project description methodology and tools
A modern quality management system is based on a process approach and the methodology of “total quality management” (TQM – Total Quality Management). This concept, according to international standards, is interpreted as follows:
“general” means: the organization, with all functional units and all employees without exception, must participate in the quality improvement process;management functions that determine the quality policy are carried out through activities such as quality planning, quality management, quality assurance and improvement .
Quality management functions
Rice. 1. Quality management functions
The developed and implemented lyceum standard “Management process of the quality management system” provides for:QMS planning based on identified consumer requirements, developed quality policies and formulated quality goals, including the identification of processes operating in the lyceum, necessary resources and requirements for the QMS; implementation of a QMS, including the distribution of responsibilities and delegation of authority to individual departments and officials, allocation of resources, development of methods for measuring the effectiveness and efficiency of processes and the application of these methods;
application of the process of continuous improvement of the QMS, which includes the following areas: “QMS performance criteria”, “Data analysis”, “Self-assessment”, “Management analysis” and “Continuous improvement”.
The process of continuous improvement of the QMS A person who is faced with any problem and forced by it to think logically, calmly, progressively, without adventurous hysterical leaps and breaks, must have the ability to see cause-and-effect relationships between actions and results and know the basic principles of achieving success. Sequence of actions: from data analysis and self-assessment results, to the analysis of the QMS by management, and then to the development and implementation of an action plan for improvement, and, if there is a need to make changes to the quality policy, then the adjustment of quality goals and the structure of the QMS - describes the improvement process.
Table 1 Quality management system performance criteria
No. CriteriaIndicatorsK1Efficiency of managerial work1.Presence of a regulatory framework in accordance with the requirements of the Law “On Education of the Russian Federation”2.Implementation of the Lyceum Development Program3.Lack of instructions from supervisory and control bodies4.Fulfillment of municipal orders5.Fulfillment of accreditation indicatorsK2Development of professionally significant qualities of managers of management entities1.Level of professional competence2.Satisfaction of consumers (internal and external) 3. Involving management to participate in expert councils in the field of education 4. Recognition by power structures of the achievements of the management team K3 Evaluation of the QMS by independent experts Rating results on the effectiveness and quality of education:
in Russia; in VSA; in the city.
K4 Process effectiveness 0 Рп0.3 – the process does not function effectively and requires the intervention of top management; 0.3 Рп0.6 – the process functions ineffectively and requires the development of significant corrective actions by the process owner; 0.6 Рп0.9 – the process functions effectively, but requires the development of corrective actions by the process owner; 0.9 Рп1 – the process functions effectively, but requires the development of preventive actions by the process owner; Рп = 1 – the process functions effectively and does not require the development of any actions K5 QMS maturity level fifth – optimized process; fourth – predictable process; third – established process; second – controlled process;
the first is the process being executed.
Data analysis: results of monitoring products and processes; results of internal audits; customer satisfaction assessments; analysis of corrective and preventive actions; reports from process managers;
inconsistency analysis.
Self-assessment Self-assessment is a comprehensive assessment that results in an opinion or judgment about the effectiveness and efficiency of the organization and the level of maturity of the quality management system. The purpose of self-assessment is to provide evidence-based recommendations to the organization regarding areas of application of resources to improve its performance. Some features of the ISO9004 self-assessment method .Figure 3.
Currently, there are enough models for self-assessment of organizations according to the criteria of the quality management system.
Rice. 4. Models of self-assessment of the quality management system
1. The most widely recognized and used models are the models of national and regional quality awards, which are also considered models for improving organizations. Figure 4.2. Methods. Assessing the success of education quality management using the ZverevaV method. I. (Electrotechnical University, St. Petersburg). Monitoring the success of improving the lyceum’s QMS is presented in a graphic diagram (“Spider Web”) in Figure 5.
3. Specially developed questionnaire. Each organization can develop its own set of questions that can be used to assess the development of the organization. This self-assessment method is set out in the ISO 9004:2000 Quality Management Systems standard. Recommendations for improving activities. And it is intended to assess the levels of development (maturity) of the quality management system. The maturity level shows how well an activity is defined, managed, controlled and effective. In accordance with the concept of maturity, it is believed that the higher the maturity level, the more productive the activity is, which allows for gradual improvement in quality.
Rice. 6. QMS maturity model (ISO 9004 standard)
1.No formalized approach.No systematic approach to problems, no results, weak or unpredictable results.2.Approach based on reaction to problems.Systematic approach based on a problem or correction; availability of minimal data on the results of improvement. 3. Well-established formalized systematic approach. Systematic process approach, systematic improvements at an early stage; availability of evidence of compliance with objectives and existence of improvement trends. 4. Emphasis on continuous improvement. Application of an improvement process; good results and steady improvement trends. 5. Best in class performance. Significantly integrated improvement process; best in class results compared to demonstrated achievements. Figure 6.
Rice. 7. Kerzner’s QMS maturity model
Level 1 “Common language” – projects in the organization are conducted using various non-formalized methods. The organization recognizes the importance of using PM and acquiring basic knowledge of PM. A unified conceptual space in the field of PM is being formed. Level 2 “General Processes”—the company recognizes the need to introduce general principles of project management and use the experience of previous projects. PM methodologies are created and general management processes are defined. The company's experience is accumulating. Top management recognizes the need and actively supports the implementation of project management methods. Level 3 “Unified Methodology”—a common corporate methodology is created, a single PM center—the project office. The status of all “bigpicture” projects and resource accounting are monitored. Senior management supports the introduction of a common PM methodology. Level 4 “Learning from experience” – the need to improve project management processes is recognized. Metrics are introduced and management processes are measured. Projects are integrated with the company’s strategic plans. Management of resource allocation in projects. Level 5 “Continuous improvement” – at this level, the organization analyzes the results of process measurements and constantly optimizes and improves PM processes. Dynamic optimization of resources in projects. Figure 7.
Management Review Management review includes: purpose, methods, evaluation and recommendations for improvement. The goal is to ensure the continued suitability, sufficiency and effectiveness of the QMS. Assess the possibility of improvements and the need for changes in the QMS, including quality policies and objectives. Methods: statistical; surveys, audits, questionnaires. Areas of analysis (assessment): degree of satisfaction of the requirements of consumers and stakeholders; the degree of achievement of the set goals;
Estimation of costs associated with achieving quality goals; work results (quantitative and qualitative characteristics of products); resources necessary to achieve the goals; comparison of the lyceum’s activities with the achievements of other public organizations; reasons for nonconformities identified during the monitoring and measurement process; monitoring of QMS processes (target values of indicators of main and auxiliary processes).
Continuous improvementThe organization shall continually improve the effectiveness of the quality management system through the use of quality policies and objectives, audit results, data analysis, corrective and preventive actions, and management review. The purpose of continuous improvement of the quality management system is to increase the likelihood of increased customer and other satisfaction. interested parties. Improvement actions include: analyzing and assessing the existing situation to identify areas for improvement; setting improvement goals; searching for possible solutions to achieve goals; evaluation and selection of such solutions; implementation of selected decisions, measurement, verification, analysis and evaluation of implementation results to determine whether goals have been achieved; registration of changes. Results are analyzed, if necessary, to identify further opportunities for improvement. Thus, improvement is a constant process. Quality can always be improved - by increasing the efficiency of meeting existing needs, by satisfying previously unaccounted for needs, by creating and satisfying new needs. Improvements are related to eliminating identified deficiencies or preventing possible problems.
Intellectual resources of the project External1.Dr.Sc., professor, director of ANO UKC "ALFA", full member of the Academy of Quality Problems, auditor for QMS "Military Register", TÜ NORD CERT.2.Head of the department for interaction with government authorities and organizations FBU "Novosibirsk Center for Certification and Monitoring of Product Quality". 3.Ph.D., regional project operator, professor of the Department of Management of NIPKiPRO (from 2011 to 2013). 4.Ph.D., regional project operator head. Department of Management of NIPKiPRO (since 2014).
Internal Representatives of the administration. Heads of structural units. Performers – representatives of the teaching staff and the public.
Role functions and job responsibilities of project participants were determined. A matrix of responsibilities for processes was constructed. Their owners have been identified.
Table 2 Project risk identification
Risk Manifestations Risk management measures Educational Deviations in the educational process Rational organization of processes and control over their implementation. Corrective actions Financial: Termination of funding for the regional project. Lack of material support for project participants Creation of an effective financial management system. Support for project participants from the incentive part of the payroll Work with personnel Declining interest in the project, decreased motivation among project participants Moral and material incentives for performance results
Expected results The principle of continuous improvement and the methodology for its implementation in educational institutions will ensure an increase in: the quality of education, including through identifying and taking into account factors affecting quality, as well as through the creation of an innovative educational environment in educational institutions and, as a result, positive dynamics in the satisfaction of consumers of educational services;
efficiency of use of internal resources of the organization (personnel, material and technical base, payroll);
competitiveness of educational institutions in the educational environment of the district, city, region; professional competence of heads of educational institutions and teaching staff on issues of assessing the quality and management of the quality of education, involvement in the process of continuous improvement of the QMS; openness of educational institutions through networking, social partnership in the process of generalization and dissemination of their experience ;
effectiveness of management activities. By gaining knowledge, increasing competencies, forming a team in the organization and a certain culture of perception of activities, we ultimately develop the management process itself. Table 3 Indicators of successful project implementation (KPI)
No. Project success criteria Execution 1.
Implementation of a plan to improve the QMS of the lyceum
Self-assessment of the QMS using various quality assessment models
Increasing the performance of the lyceum
Customer satisfaction (external and internal)
Successful implementation of the project as an internship site
Positive opinion on the functioning of the QMS by independent experts
Rice. 8. Translation of experience in the quality management system
Rice. 9. Publications on QMS implementation
The most significant results of the influence of the regional project on the quality of educational activities of the lyceum The Aerospace Lyceum is a participant in two regional projects “Implementation of a model of an education quality management system in the NSO”, “Specialized classes in the field of natural sciences” and one interregional project “Nurturing talents in the intellectual cultural space of Siberia” together with the Oktemsky Lyceum (Sakha, Yakutia); according to the results of an independent examination of the assessment of advanced level schools RIA Novosti - “Social Navigator” AKL, according to the results of the All-Russian rating “Where and what the future intellectual elite of the country is studying” for 2014, ranks first place among lyceums in the Consolidated ranking of lyceums of the NSO; second place in the consolidated rating of gymnasiums, lyceums, schools; in 2013, the lyceum entered the TOP 500 best schools in Russia among 11 UNSO; based on the results of participation in the All-Russian project “School-Laboratory of Innovation” on the topic “Quality management system: development, implementation, certification » the lyceum became the winner, receiving the title “School-Laboratory of Innovation” and becoming a member of the All-Russian Club of Innovative Public Organizations (St. Petersburg);
QMS of the lyceum was certified by the international body TÜ NORD CERT Gmbh (Essen, Germany) in 2012, an international certificate was received. In 2013, a supervisory audit was successfully passed, the certificate was confirmed; the result of the assessment of the lyceum’s QMS at the competition “NSO Government Prize in the Field of Quality” - Diploma “Master of Quality” 2012, Diploma of Laureate 2013; two projects were presented at the International Exhibition “ITE Siberian Fair” UchSib2014. The Lyceum was awarded a Large Gold Medal of the competition and a Small Gold Medal; 4 methodological developments were presented at the V open regional competition of teaching materials “The Secret of Success”, held as part of the International Exhibition “ITESiberian Fair” UchSib -2014. The lyceum teachers were awarded three laureate diplomas (I, II, III degrees) and a participant diploma; four projects were submitted to the City Competition of Innovative Projects “Education. City. Innovations", received two memorable signs and two winner diplomas for projects, a memorial sign and a winner diploma for the exposition at the Siberian Fair, two projects received laureate diplomas; effectiveness of participation in conferences and competitions for students: international level - 14 laureates; all-Russian level –32 laureates;regional level –50 laureates;municipal level –88 laureates;performance of participation in Olympiads:international level –1 winner (II place);All-Russian level –1 winner and 1 runner-up;All-Russian Olympiad “Step into future" – 3 winners; interregional level – 2 winners; regional level – 5 winners and 6 prize-winners; municipal level – 1 winner and 29 prize-winners; Arseny Pikalov, 11th grade student – winner of the final stage of the All-Russian Olympiad for schoolchildren in physics and prize-winner in mathematics, prize-winner of the International Physics Olympiad in Singapore, participant in the final International Physics Olympiad in Astana (Kazakhstan), Unified State Examination result in physics – 100 points; 5 lyceum students received I-degree diplomas at the All-Russian competition of achievements of talented youth “National Treasure” of Russia” and the Silver Cross, the head – Malygina L.P. was awarded the Golden Cross; according to the results of independent examinations (GIA, Unified State Exam), the lyceum graduates consistently show high results. In 2012, the lyceum took second place in the Ogorod ranking based on the Unified State Examination results. In 2013, the lyceum entered the top ten best educational institutions, became the winner in the “Recognition of Success” nomination and took first place in the Unified State Examination results in mathematics; about 80% of lyceum graduates enter technical universities, choosing engineering specialties; broadcast of teaching experience: at conferences and seminars -14;publications -27 articles (40 authors). Figure 8.9.
Participation in the regional project “Implementation of a model of an education quality management system in educational institutions of the Novosibirsk region” is significant both for the educational institutions themselves and for the NSO education system as a whole. It contributes to bringing the system to a new qualitative level and the development of education quality management.
Glossary Projects are a type of activity in an OO, work on which must be regulated and managed by the principles and rules regulated in the Regulations on the project management system. A project is a temporary activity intended to create a unique product or service. Projects are a tool for implementing innovative changes. Processes are a type of activity in an organization, the work of which must be regulated and managed by procedures regulated in the relevant process standards. Processes are repeated and ongoing actions that create a standard product. Processes lead to evolutionary changes in the organization's activities. Process – a set of activities that create a result that has value for the customer. Processes and projects are managed differently. Organization – a set of processes and the work of the TOE should be organized around processes. Functional approach – managing sets of functions. The entire set of activities of the organization is divided into sets of functions. These functions are distributed among departments where they are performed by employees depending on their specialization. Divisions are arranged in hierarchical structures. Managing such a structure actually comes down to managing functions. The process-oriented approach is aimed at managing processes in the organization. With a process approach to management, each structural unit ensures the implementation of specific processes in which it participates. Responsibilities, areas of responsibility, and criteria for successful performance for each structural unit are formulated and make sense only in the context of a specific process. Horizontal connections between structural units with this approach are much stronger than in the case of a functional approach. Process management is a corporate management tool that ensures the implementation of strategy. Process owner is a person who manages the process, bears full responsibility for the process and is vested with appropriate authority in relation to of this process. Process product is the result of a process that is of interest to the consumer (internal or external). Self-assessment is a comprehensive assessment, the result of which is an opinion or judgment about the effectiveness and efficiency of the organization and the level of maturity of the quality management system. Improvement is the process of improving the management system.
Links to sources 1. International standard ISO 9001:2008 / GOST R ISO 90012011. Quality management systems. Requirements. 2. International standard ISO 9004:2000 / GOST R ISO 90042001. “Quality management systems. Recommendations for improving performance" 3. Henry R. Neave. Dr. Deming's Space: Principles for Building a Sustainable Business. //M.: Alpina Business Books. –2005.4.DemingU. E. Way out of the crisis. // Alba Publishing Company. 5. Goldrat E. M., Cox J. Goal: process of continuous improvement. // Mn.: Potpourri LLC. –2004.
The sustainable success of an organization is achieved through its ability to meet the needs and expectations of its customers and other interested parties over the long term and in a balanced manner. Sustained success can be achieved through effective management of the organization, through the organization's awareness of its environment, through learning and the proper application of improvements and/or innovations.
The introduction of a quality management system gives the enterprise: firstly, the movement of information flows in the enterprise is “put in order”, unified, identified, registered, using official regulatory documents. This ensures that the products and accompanying documentation meet consumer requirements. Secondly, personnel are trained and prepared. Thirdly, the documentation is easy to trace, and the output result becomes equally transparent. Fourthly, evidence of effectiveness is provided (documents confirming the product’s compliance or non-conformity with consumer expectations), plans, intentions and, importantly, the consequences of decisions made are reflected. This allows management to quickly adjust their actions until all issues are resolved. Fifthly, criteria for assessing the selection of counterparties - suppliers and contractors - are determined and the necessary documentation is developed. Sixthly, special checks are carried out to ensure that the actual activities of the enterprise comply with the prescribed rules. Seventh and last, rules and methods for responding to both detected inconsistencies and potential threats are developed and implemented. Thus, the suitability and effectiveness of the enterprise's quality management system is assessed regularly and continuously and, if necessary, subject to adjustments.
For the successful functioning of the quality management system at the enterprise, one cannot stop at the achieved result; it is necessary to carry out constant work to improve the functioning of the processes of the quality management system, improve the quality of products and services provided.
The GOST R 9004:2010 standard was developed to ensure consistency with the ISO 9001 standard and compatibility with other management system standards. This standard provides guidance to organizations on how to achieve sustainable success through a quality management approach. It is applicable to any organization, regardless of its size, type and type of activity.
Compared to ISO 9001, the objectives for customer satisfaction and product quality are expanded to include the satisfaction of all stakeholders and the performance of the organization as a whole.
This standard contains guidelines and recommendations. It is not intended for certification or use in contracts and regulations, nor for use as guidance for the implementation of GOST R ISO 9001.
ISO 9004 promotes the use of self-assessment as an important tool for assessing an organization's maturity level, covering management leadership, strategy, management system, resources and processes, to identify strengths, weaknesses, and opportunities for improvement and/or innovation.
ISO 9001 and ISO 9004 were promoted as a pair of mutually agreed upon standards having a similar structure. ISO 9004 provides guidance for the development and continuous improvement of quality management systems, and ISO 9001 is used to evaluate and establish requirements for quality management systems. Now ISO 9004:2009 is a different standard from ISO 9001. It is not a simple extension of ISO 9001. It has a different structure and scope. This is also reflected in the title of ISO 9004:2009 “Managing for the sustainable success of an organization. Approach based on quality management."
The new edition of ISO 9004 is based on the belief that satisfied customers are the foundation of an organization's success. And to ensure sustainable success, an organization must go further and meet the needs and expectations of all stakeholders. This implies the application of quality management principles to ensure the sustainable success of the organization. ISO 9004:2009 suggests that sustainable success can be achieved by the judicious application of eight principles of quality management through active process control, including:
Regular monitoring and analysis of the organization’s environment;
Determining the needs and expectations of stakeholders;
Establishing and maintaining mission, vision and values derived from the needs and expectations of stakeholders;
Clearly establish, implement and communicate strategy and policies to achieve mission and vision that support values;
Transforming the general strategy into specific goals and objectives, measured in specific indicators and set for specific individuals;
Identify, provide and manage internal and external resources necessary to achieve short-term and long-term goals;
Providing products that will consistently fulfill the needs and expectations of consumers and other interested parties;
Regular monitoring, measurement, analysis and review of key indicators of the organization;
Continuous improvement, innovation and learning.
The structure of ISO 9004 has undergone a significant revision:
Section 4 on managing for the sustainable success of an organization is addressed to the business environment and stakeholders. Here, in practice, ISO 9004 and ISO 9001 are completely at odds, despite the fact that ISO 9001 contains changes regarding the business environment affecting the quality management system.
Section 5 on Strategy and Policy examines mission, vision, values, strategy, and policies and some additions to demonstrate their interactions. Here, ISO 9004 moves away from the simple “management responsibilities” of ISO 9001, making this section more flexible, broader in application and more in line with global best practice.
Section 6 on resource management covers a broader area than the corresponding section of ISO 9001, including additional resources: finance, knowledge, information, technology and natural resources. Thus, ISO 9004 considers all the resources actually needed to achieve product conformity.
Section 7 on process management is more general than the similar section of ISO 9001 “Product release” and wider in scope. ISO 9004 process management applies to all processes in an organization, even including outsourced processes.
Section 8 on monitoring, management, review and review covers all clauses from clause 8 of ISO 9001, excluding the clauses on continuous improvement, which are moved to a separate clause 9.
Clause 9 on improvement, innovation and learning relative to clause 8.5 of ISO 9001 added innovation and learning - two very important concepts for any organization achieving sustainable success.
Improving the efficiency and competitiveness of the activities of OJSC Nefteyuganskneftekhim is greatly facilitated by the implementation, maintenance and development of a quality management system in accordance with the requirements of the International Standard ISO 9001:2008. The introduction of a quality management system significantly increases the profitability and transparency of the enterprise - this simplifies the attraction of investments for modernization and development, clarifies the responsibility of each employee, his importance in working for the overall result of OJSC NKNK.
The presence of a certified management quality system of a joint-stock company provides a guarantee to consumers of products and services that all company processes are controlled and managed, products supplied to Russian and foreign markets are of quality in accordance with the requirements of international standards.
But it is impossible to determine the limit of development of a quality management system - after all, as they say, “there is no limit to perfection.”
For further effective work and development of the joint-stock company " Nefteyuganskneftekhim needs to constantly improve. ISO 9004:2009 provides guidance that goes beyond the requirements given in ISO 9001 and includes consideration of the effectiveness and efficiency of the quality management system, and therefore the potential for improvement in the overall performance of the organization.
ISO 9004:2009 applies to an organization's processes and thus the quality management principles on which it is based can be extended throughout the organization. The focus of this standard is on achieving continuous improvement as measured by the satisfaction of customers and other interested parties.
In the context of the global financial crisis, lean manufacturing is becoming increasingly relevant. After all, now the main task of each enterprise is not only to survive in such difficult conditions, but also to continue to develop. To do this, it is necessary to increase the efficiency of the enterprise in all areas of activity. First of all, this will happen by optimizing costs, increasing the productivity of existing resources, and improving the quality of products.
To summarize, it should be noted that the analysis of documentation and documented procedures at the OJSC Nefteyuganskneftekhim enterprise showed the following positive aspects:
1. All documentation of the enterprise is developed in accordance with international standard 9001:2008;
2. Management, analysis, relevance of documented procedures is carried out in accordance with the requirements of STP 4.2.3-01 “QMS Documentation Management”, STP 4.2.4-01 “Record Management”, STP 8.3-01 “Management of Nonconforming Products”, STP 8.5. 2-01 “Procedure for taking corrective and preventive action”;
3. In addition to the requirements of the standard, additional procedures are included in the quality manual;
4. The activities of the enterprise comply with MS ISO 14001:2004, the health and safety management system complies with the requirements of OHSAS 18001:2007.
On the other hand, the study and assessment of the effectiveness of implementing a QMS at an enterprise and implementation issues in general revealed the following problems:
1. The quality manual does not develop paragraph 4.2.3 (f) of the standard “Ensuring the identification of documents of external origin determined by the organization as necessary for it to plan and operate the quality management system;
2. The quality manual does not include a procedure for identifying, restoring and removing records;
3. When analyzing the dynamics of the capital-labor ratio, there is a tendency for this indicator to decrease;
4. Due to a decrease in consumer demand, there is a tendency to reduce the production volume of the main types of products: EPDM, neonol, styrene, ethylene oxide, polyethylene.
To improve documented procedures at the enterprise, it is necessary to carry out the following activities:
1. Introducing into STP 4.2.3-01 “QMS Documentation Management” a procedure for identifying documents of external origin determined by the organization as necessary for the planning and functioning of the quality management system;
2. Inclusion in STP 4.2.4-01 “Records Management” of a documented procedure for identifying, restoring and removing records;
3. Making the necessary decisions to increase the capital-labor ratio at the enterprise, in particular modernizing production and optimizing the number of workers;
4. entering new markets and searching for new partners, which can lead to an increase in the volume of production of main types of products.
To improve the quality management system as a whole, as well as by adopting the experience of leading and foreign enterprises, the following activities are possible:
Transition to an integrated quality management system using ISO 9004:2009, which ensures sustainable and innovative development of the enterprise;
Transition to a “lean production” system aimed at continuous improvement of the organization’s activities and achieving its long-term competitiveness.
According to the ISO 9000:2000 standard, the principle of continuous improvement of the organization as a whole (and therefore its QMS) is one of the 8 fundamental principles of quality management. When implementing this principle, one should be guided by the recommendations for improving the QMS given in the ISO 9004:2000 standard. The essence of these recommendations is that all systems and processes of the organization should be constantly measured, analyzed and improved. This should be done by process work teams, all team members under the guidance of the owners and with the general coordination of the organization’s management. Continuous improvement results in 10–20% annual improvement in the entire organization's business.
If we talk about life cycle processes, then special attention should be paid to the research and product development stage. This is due to the well-known principle of an increase in quality costs by an order of magnitude with each stage of progress from design to production, delivery of products, and then to its operation, that is, if preventing or eliminating an error at the design stage costs 1 thousand rubles, then at the production stage of the machine it will cost 10 thousand rubles, at the stage of installation and commissioning at the customer - 100 thousand rubles, during operation it will cost 1 million rubles, if possible at all.
Research into the costs of quality assurance in domestic mechanical engineering leads to similar results. They are illustrated by the data presented in table. 2.17.
Table 2.17. The influence of total costs by stages of product life on ensuring the level of quality
The basic principles and methods of continuous quality improvement were formulated by the leading American companies in their industries AT&T, Avon, Corping Glass, General Motors, Hewlett‑Packard, IBM, Polaroid.
1. Achieving the interest of senior management.
2. Establishment of a steering council for quality improvement.
3. Involvement of the entire management team.
4. Ensuring collective participation in quality improvement.
5. Ensuring individual participation in quality improvement.
6. Creation of groups for improving systems and regulating processes.
7. More complete involvement of suppliers in the fight for quality.
8. Measures to ensure the quality of functioning of the management system.
9. Short-term plans and long-term strategy for improving performance. 10. Creation of a system for recognizing the merits of performers.
These areas reflect the essence of the organizational and economic foundations of continuous quality improvement.
Starting around the 1980s, methods for radically improving organizations began to develop and become more widely used. They are also called business process improvement (BPO) methods. They are short-term in nature and are aimed at improving one or more business processes - mainly in the field of management, for example, cost management, purchasing, ordering, transportation of products or semi-finished products, product warehousing, relations with suppliers and consumers, product and process design, etc. .
The fact is that if production processes in the 1950-80s were developing vigorously and could already provide zero defects or several units of deviations per million products, then business management processes have practically not changed since the beginning of the 20th century and an error of 20% was considered quite acceptable. As a result, management BP became a brake on the development of organizations and several methods were proposed for their radical (300-1500%) improvement in a short period of time (2-6 months).
This methodology combines approaches such as benchmarking, process reengineering, targeted improvements, new process development, process innovation, activity costing, and big picture analysis into one logical path to making radical changes. and rapid changes into a single business process. According to a survey of manufacturing organizations in Japan, Germany and the United States, SBP is recognized as the most important approach used worldwide to improve organizations. Among the most effective methods, analysis of failure modes and consequences FMEA (Japan), Pareto analysis (Germany), and statistical process control (USA) were also named.
The most important difference between the SBP methodology and continuous improvement is that the latter focuses on eliminating and preventing errors, while the former focuses on getting things right right away.
SBP is the systematic use of cross-functional teams to analyze and improve the way an organization operates by increasing the efficiency, productivity and adaptability of organizational processes.
Improving business processes will give your organization the effects shown in table. 2.18.
Table 2.18. Effects of improving business processes
Here are typical examples of improvements achieved using SBP:
Output quality improved by 1000%;
Overhead costs reduced by 30–50%;
Cycle time reduced by 40–60%;
Delivery times have been reduced from weeks to hours;
The number of ideas generated by employees increased by 100% and their quality improved by 50%.
Power increased by 40–60%;
Inventories have decreased by 50–70%.
Experience has shown that the application of SBP even to one process has a great impact on the entire organization and creates significant destruction in it, and to more than three processes it gives rise to a tendency for the organization to leave a controlled state. With this in mind, although SBP is highly effective for individual processes, continuous improvement may be more beneficial for the organization as a whole. It is promising to use both approaches simultaneously.
Let’s assume that over the course of a year, an organization that has about 500 internal business processes has improved 3 processes out of 500 by 1000%. At the same time, the organization’s overall performance has improved by only 6% (Fig. 2.27).
Rice. 2.27. Changes in indicators with continuous and radical improvement, as well as without improvement and when using both types of it
Let's compare these results with a continuous improvement methodology that is applied to all 500 processes and produces a 15% improvement per year. It can be seen that the continuous improvement methodology outperforms the SBP methodology by 9% per year and provides a 10% advantage over competitors. This advantage is due to the fact that all employees work to improve all production and business processes.
If an organization does not improve, it does not remain stagnant in the market, but slides down at a rate of 5-10% per year compared to competitors as they improve (see Figure 2.27).
When radical and continuous improvement are combined, the resulting improvement exceeds continuous improvement by 60% per year (see Figure 2.27). It is for this reason that an organization must use both types of improvement if it truly wants to become the very best.
Given in table. 2.19 list shows the differences in the methods of organizations' approach to continuous and radical improvement.
The choice of improvement strategy is made by the organization's management based on an analysis of the state of affairs in the organization. A mechanical engineering company can use the following list of questions for this purpose.
1. Is the number of consumers of your company’s goods and services increasing from year to year?
2. Are your losses from defects and the cost of correcting defects less than 1% of the cost of products sold?
Table 2.19. Continuous and radical improvement
3. Do you meet production schedules?
4. Do you adhere to planned production costs?
5. Do you use only those materials, parts and components that meet the technical specifications?
6. Is your loss of working time due to absenteeism, absenteeism or other reasons less than 5%?
7. Is the annual workforce turnover less than 5%?
8. Are you able to attract the best talent to your enterprise?
9. Do you spend the right amount of money on training your personnel, taking into account the size of losses from personnel errors?
10. Do your employees perform their duties 90% of the time?
11. Do you correctly understand your customers' requirements for your products or services?
12. Would you like to improve the morale of your employees?
13. Do you think that the company’s employees can work better than they do?
14. Does your incoming inspection reject less than 1% of the parts and components that enter your facility?
15. Do supervisors make up less than 5% of production workers in your company?
16. Do your non-operations workers spend less than 5% of their time working overtime?
17. Do you think it is possible to reduce production costs and shorten production cycle times?
18. Can you boast of the absence of complaints from your consumers if you were counting on laudatory reviews?
19. Has the growth rate of labor productivity in your company over the past 5-10 years been higher than the growth rate of inflation?
20. Has your stock dividend growth rate been higher than the inflation rate over the last 5 years?
A positive answer (“yes”) should be scored 1 point. Based on the results of assessing the answers to all questions in the form of a sum of points, the following recommendations can be made.
18-20 – the enterprise is working well. The continuous improvement process must be carried out as usual to keep up with competitors.
14-17 – the process of continuous improvement needs to be intensified.
10-13 – it is necessary to identify 1–2 production or power supply processes that most deteriorate the operation of the enterprise, and apply the SBP methodology to them along with the continuous improvement of other processes. Then apply SBP for 1-2 other PP or BP. Repeat the cycle until the number of points reaches 18–20.
0‑9 – with the help of key production SBP or power supply units, increase the number of points to 10–13. Then apply the strategy recommended above.
The Radical Business Process Improvement (RBI) methodology can be divided into 5 sub-processes called phases.
Phase I. Organization of improvement work. The administrative improvement team is trained in the SBP methodology, selects critical processes and assigns their owners. The process owner forms a process improvement team (PIT), which establishes process boundaries, measurable parameters for the entire process, identifies process improvement goals, and develops a project plan.
Phase II. Understanding the process. Unfortunately, most business processes are not documented, and when they are documented, they often do not follow the documentation. During this phase, the PSC analyzes the existing process (“as is”), checks compliance with existing procedures, collects cost and cycle time data, and reconciles daily activities with procedures.
This phase contains 6 actions:
Construction of diagrams (block diagrams) of process flows;
Preparing a simulation model;
Systematic inspection of the process;
Process cost and cycle time analysis;
Introduction of fast tooling;
Alignment of process with procedures.
The goal of Phase II is to study the process and its components in detail (cost, cycle time, processing time, error rate, etc.). The flow diagram and simulation model of the existing process (as-is process model) will be useful for process improvement during Phase III.
Phase III. Streamlining the process. To understand the difference between process redesign, benchmarking and new process development (process reengineering), let's focus on phase III, where all 3 methodologies are applied.
The rationalization phase is the most important for improving business processes. It is here that the methodology of the SBP is developed and the creative abilities of the members of the SBP are actually used.
The rationalization phase consists of 6 actions (Fig. 2.28):
Process redesign;
Development of a new process;
Benchmarking;
Analysis of improvements, costs and risks;
Selecting preferred processes;
Pre-implementation planning.
This phase uses 3 different approaches.
1. Process redesign (targeted improvements, process reengineering).
2. Development of a new process (innovation process).
3. Benchmarking.
Process redesign. This approach (Table 2.20) eliminates various waste from the existing process while reducing cycle time and improving efficiency. Once the process flow diagram is redesigned, automation and information technology are used to maximize the process's ability to improve efficiency, productivity, and adaptability. Process redesign is sometimes called focused improvement because it focuses efforts on an existing process. Redesign results in improvements ranging from 300-1000%.
Table 2.20. Process redesign
Development of a new process. The methodology for designing a new process begins with creating a model of the ideal process. A new process is then developed to implement this model. This takes into account the latest advances in mechanization, automation, computerization and information technology available, resulting in improvements of 700-2000%. The development of a new process is sometimes called an innovation process because its success is largely based on the innovation and creativity of the PCB members, or process reengineering.
Benchmarking. This very popular tool allows you to compare an existing process with the best similar process in the same or different industries.
Not all processes go through redesign, development of new options and benchmarking. Depending on the circumstances, one, two or all three of the methodologies mentioned are used.
Process redesign is the most common practice because it usually has lower risks and lower costs. Typical results from this approach are 200% to 1000% improvement for approximately 70% of business processes.
Developing a new process, while providing the greatest degree of improvement, requires the most cost and time to implement, but involves a high degree of risk. Often, developing a new process involves restructuring departments and is quite disruptive to the organization. Most organizations can only effectively implement one change of this magnitude at a time.
Benchmarking provides a proven performance measurement technique that can be used to evaluate and select a range of alternatives. Benchmark King is useful in approximately 10% of cases.
Phase IV. Implementation, measurement and control. In this phase, the team is engaged in the “installation” of the selected process, measurement and control systems. New measurement and control systems should provide feedback to employees so that they feel the results of improvements already achieved and improve the process further.
This phase consists of the following 5 actions:
Final implementation planning;
Introduction of a new process;
Creation of measurement systems in the process;
Creation of a feedback data system;
Determining the cost of poor quality.
Phase V: Continuous Improvement. Now that the process performance has changed radically, the process needs to continue to improve, but usually at a much slower rate (10-20% per year). During this part of the cycle, the process owner will monitor the efficiency, productivity, and adaptability of the entire process. Departmental improvement teams (natural working groups), each within its own area of expertise, will continuously work to improve their part of the process. This is the most acceptable approach.
Let us analyze the results of SBP obtained in some organizations.
McDonnel Douglas has reduced overhead costs by 20–40%; Inventories reduced by 30–70%; cost of materials reduced by 5-25%; quality improved by 60–90%; administrative costs are reduced by 20–40%.
At Federal-Mogul, the development process cycle time has been reduced from 20 weeks to 20 working days, with a 75% reduction in production time.
Morton International Castings has reduced finished product and raw material inventories by 10-20%; Cycle time improved by 10–15%.
Colgate Palmolive reduces order and distribution management costs by 25%; the number of sales increased due to improved customer service.
The number of warehouses at Grand Met has been reduced from 24 to 8; the range of services to consumers has been increased by 30%; Order/delivery management cycle time has been reduced.
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