Basic provisions of the TQM concept. Define the term “Total Quality Management (TQM)” The essence and relationship of the terms management and management

1. What should an enterprise do if it is faced with problems - cost, sales, quality, management, etc. (it is clear that these problems are interrelated)?
2. What should be the management of an enterprise (corporate management) that has set itself the task of ensuring competitiveness?

Solving the problem of creating a competitive company requires answers to these questions.

1. The answer to the first question is clear - you need restructuring, or reform. Almost any company, under the influence of changes in the external economic environment, is faced with the need to change its structure and functions. Its competitiveness and viability directly depend on how skillfully a company carries out this work.
2. The answer to the second question is not so clear: the corporate management of a competitive enterprise is determined by the results of diagnostics development strategy. The complexity of this process lies, in particular, in the fact that changes in strategy lead to the emergence and, accordingly, the need to eliminate new administrative, technological and other problems. Among them is the need to change the quality management system.

The development of any company occurs against the background of continuous complication of all the main elements - organizational structure, leadership style, focus of management, markets, motivation systems, work organization, etc. Consequently, as a result of the creation of new development strategies and subsequent reforms, the model is continuously updated (and complicated) both corporate management and quality management (QM). In other words, the level of MC must correspond to the level of development of corporate management.

If the initial stage of a company’s development is fully consistent with a traditional system of production control and quality assurance, then the highest stage of a company’s development (with its inherent innovations) inevitably requires a transition to a system of total quality management ( Total Quality Management- TQM).

Having decided to implement an effective management system, it is necessary to systematically analyze and, if necessary, improve all elements of the production, management and other subsystems of the enterprise without exception. Attempts to manage quality in isolation from other aspects of the activities of any real company are doomed to failure: at best, a “window dressing” will be created in the spirit of bygone times - the introduction of a new quality management system is declared, one or another certificate of conformity is received (by hook or by crook), etc. d.

It can be stated that quality management - fourth generation management - is becoming the leading management of companies in our time. At the same time, the process of merging of the MVO takes place (Management by Objectives)— management by goals and MK (as was the case at the first stage in F. Taylor’s system), but at a new, qualitatively different level. Today, not a single company that is not advanced in the field of quality and environmental management can count on business success and any public recognition.

Modern concept of quality management

Total Quality Management System (Total Quality Management - TQM) is not just an approach to organizing the processes of planning, ensuring and controlling the quality of a company’s products. The main provisions of the TQM concept can be expressed in the following theses.

1. The decisive role of management in measures to reform / restructure enterprises based on the principles of TQM. Management must lead the reorganization of the company's activities and integrate the quality management system into the overall company management model.

2. Focus on customers. First of all, clients must be identified, i.e. employees and, first of all, managers need to clearly know who the consumers of the company's products are. Then you should determine needs their clients, develop a system of indicators that determine degree of satisfaction customers with the company's products, and enter indicators into motivation system employees as the main indicator of the success of the organization's development. Plays a significant role in increasing the efficiency of interaction with customers communication system with them. This implies that the firm's information system must be compatible with the information systems of its major clients.

3. Strategic planning. Much attention in TQM is paid to planning processes in general and strategic planning in particular. Moreover, it is planned to achieve not only traditional production and economic goals, but also such goals (until recently considered as intangible and immeasurable) such as the level of consumer satisfaction, a positive business image of the company, the prestige of brands, etc.

4. Involvement of all employees. TQM is supposed to delegate more responsibility to lower levels of management. It should not be forgotten that employees must be specially trained to take on this new responsibility. As the responsibility of ordinary employees increases, the role of feedback, which becomes the main component of the enterprise information system. Social and psychological factors play an important role. Self-control(properly prepared) and control from colleagues work more effectively than formal control from above.

5. Personnel training. With the expansion of powers and enrichment of functional responsibilities, there is a need for constant training of personnel, and not narrow training on individual professional issues, but broader education.

6. Awards and recognition. In order for the new system to work, it must be enshrined in the appropriate motivation system, which would encourage proper behavior and limit inappropriate behavior. Formal awards and recognition should be in harmony with informal ones. Thus, the quality management system is deeply rooted (integrated) into the general management system, which is supported by the motivation system, and it, in turn, is fixed in the company’s value system, i.e., in the organizational culture.

7. Product and service development must respond quickly to the ever-changing and increasing needs and expectations of consumers. Indicators such as improving the quality of development, i.e., compliance of developments with client requirements, and the duration of the development-implementation cycle.

8. Process control. The fundamental principle of TQM is the concentration of all efforts to improve the activities of an enterprise on specific processes, and in particular on processes that directly affect the quality of the company's final product.

9. Supplier quality. The quality requirements for suppliers' products are almost the same as for our own. To monitor suppliers, it is necessary to quickly monitor the quality of their products and promptly refuse unreliable services (if possible).

10. Information system. For the normal functioning of the TQM system, it is necessary to develop and implement a supporting information system that allows you to effectively collect, store and use data, information and knowledge. But first you need to clearly define what data to collect and how to process and distribute it. In modern conditions, excess information is a more dangerous symptom than its lack.

11. Best experience. One of the effective tools for improving quality and improving the management system is to identify and use the best experience of other companies (so-called benchmarking). Typically, this activity consists of identifying the processes to be improved, modeling your own processes, learning from the best practices of other companies, analyzing and drawing conclusions, and using the results.

12. Constant assessment of the effectiveness of the quality management system. For such an assessment, it is necessary to develop a system of criteria and a procedure for conducting these assessments. The obtained and analyzed results should be used to further improve the activities of the enterprise.

It is unacceptable to resolve quality management issues “in isolation” from the enterprise/company/project management system as a whole. In practice, this leads to the emergence of a psychology that divides project participants into responsible and irresponsible, with the result that the personnel who performed the main work on the project bear virtually no responsibility for quality. As a result, it becomes impossible to achieve good overall product quality.

The TQM system is designed to ensure that the quality of the company's/project's products meets the requirements of standards and consumer assignments and operates at all phases of the project cycle. All organizations, services and divisions of the enterprise/company participate in quality management. The following functions are performed:

• planning the quality of products of the enterprise/project and its individual elements;
• creating a team for each corporate project, including training and organization of work activities;
• preparation of production, i.e. ensuring the qualifications of performers and their technical equipment necessary for a given level of quality;
• development of a logistics system;
• control and ongoing assessment of the achieved quality level, including input, operational and acceptance control of technological processes and production operations, as well as inspection control;
• information support, including a system for collecting, processing and transmitting information between management levels;
• laboratory, metrological and geodetic support of technological processes;
• legal support for quality management.

Philip Crosby (Philip Crosby)– developer of the famous “zero defects” quality program. He made major contributions to the development of quality improvement methods, the fundamentals of which are formulated in the form of 14 steps to quality improvement.

Applied areas of quality management

At the present stage of development, quality management has a large theoretical base, which incorporates elements of many sciences. However, from its inception to the present day, quality management remains an applied science. His main task is to plan, create and provide a quality result (products, management system, processes, infrastructure, living environment, etc.). The solution to this problem is achieved through the creation of application systems that are implemented and operated in various companies.

The most well-known and popular systems that quality management includes today are:

ISO 9000 is a quality management system built on the basis of international standards ISO 9000 series. This is one of the most popular and formalized systems. It focuses on strict regulation of activities, clear interaction between employees and continuous improvement of both individual subsystems and the organization as a whole.

TQM (Total quality management) is both a system and a management philosophy at the same time. TQM is most popular and widespread in Japan, where it was developed. TQM is based on the concepts of Deming, Juran, Crosby and others. The main principle on which the management system is built is the principle of improving everything that can be improved in the company. There are no strictly formalized requirements (for example, as in ISO 9000) according to which the system should be built.

Quality awards - these can be considered as another option for the quality system. Different countries have their own quality awards, for example, Deming Prize, Baldrige Prize, EFQM (European Foundation for Quality Management). Only the best organizations that meet the established award criteria are awarded awards. The set of these criteria is quite broad, and in order to meet these criteria, the organization must apply various quality management methods.

6 sigma is a methodology for improving the quality of organizational processes. It focuses on identifying and eliminating the causes of various nonconformities and defects. The 6 Sigma methodology is a set of quality tools and strategies. It was originally developed and used by Motorola, and has gained popularity since the late 80s of the 20th century. The 6 Sigma methodology is based on the work of Taguchi.

Quality control

Quality control reviewed in conjunction with quality management, since these are closely related and complementary areas of activity that form company-wide quality management.

Quality control- part of quality management aimed at meeting quality requirements.

Quality management- coordinated activities for the leadership and management of the organization in relation to quality. A footnote to this definition states that these activities typically include the development of quality policies and objectives, quality planning, quality management, quality assurance and quality improvement.

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

Because the quality control And quality management are aspects of general management and management of an enterprise, therefore, before analyzing and comparing these terms, it is necessary to turn to more general concepts control And management.

The essence and relationship of the terms management and management

In the introductory article to the textbook on management, Professor L. I. Evenko defines management in Russian as management, but draws attention to the difference in the interpretation and application of terms management and management. In Russian the term control without clarifying definitions, it is impersonal. In English, the term used for impersonal management activities is administration. In the USA, a popular management training program is called the Master of Business Administration (MBA). In English, when talking about management, they also mean the figure of a manager. In Russian, in such cases the term is used management, which also implies the figure of a leader and is more consistent with the term management. But both management (leadership) and management represent management activities and therefore in practice, depending on the context, the terms management, management and leadership are used as equivalent.

Regarding definitions management and management, in different sources they are interpreted differently. Most often, these definitions come down to listing the functions that must be performed in the process of leadership and management. Among them are planning, organization, command, coordination, control, motivation, personnel selection, communication (information), decision making. Such definitions do not fully reflect the essence of management activities, since they do not reflect subjects and objects management. In reality, management is the process of a subject influencing an object of management by performing management functions, taking into account feedback from the object. . The essence of management can be visually presented as follows.

Management is the influence of a subject on an object by performing management functions with feedback from the object

System driver-car- the most clear illustration of the essence of management. Here the driver (control subject) influences the car (control object), performing the functions of driving the car.

The relationship between the concepts of management and management follows from the interpretation of the term management as management.

Quality Management Process- this is the composition and sequence of performance of quality management functions by managers of all levels of management at the stages of product creation.

As a result, these definitions contain subjects, objects and functions of management and quality management, as well as Russian-language definitions of these terms from the ISO 8402 standard, which makes the meaning, content and relationship of these terms clear.

Using the term quality management The following should be kept in mind.

Unlike the ISO 9000:2005 standard, in the previous terminology standard - ISO 8402:1994, the term quality management was translated as general quality management, administrative quality management. This term is more consistent with the Russian language for naming the activities of senior managers “to guide and manage the organization in relation to quality.” It was more understandable and organic for the Russian language, just as the term quality management is probably organic for the English language. Unlike other acceptable cases of direct use in Russian of the word management, the vague term quality management serves as a clear example of the “mixing of languages: French with Nizhny Novgorod.” But since the term quality management enshrined in the official Russian-language edition of ISO 9000 series standards, it is also used in the definition formulated above, but for clarity it is supplemented with the option overall quality management from ISO 8402:1994 standard.

Company-wide quality management

This broad concept includes general management and operational quality management and forms a single continuous quality management process throughout the company. Accordingly, the structure and functions company-wide quality management has the following form.

Quality Management Process

Based on the structure and functions of quality management, process quality management on a company scale, taking into account external factors, is formed as follows.

Top management, performing its quality functions, carries out general quality management: interacts with the external environment and creates the necessary conditions at the enterprise to ensure product quality.

Middle and lower level managers carry out operational quality management at their level: they influence the process of creating products by consistently performing their functions. Moreover, if, based on the results of quality control and analysis of the information received, all the necessary measures to improve product quality are developed and implemented into production, the next management cycle will be repeated along the “quality loop” at a higher level. Measures taken to improve quality are necessary not only to eliminate shortcomings, but also to constantly improve product quality in order to keep up with competitors. The term "quality loop" for the name of such a cycle was provided in the first and second editions of the ISO 8402 standard.

The presented quality management process shows how the quality management system (quality management system, quality system) functions. The composition of the functions of general management and operational quality management, which are performed in this case, mainly corresponds to the recommendations of the international standard ISO 9001:2008 with requirements for quality management systems.

Comprehensive product quality management

The current state of quality management has a long history. Briefly, in general terms, it can be presented as follows. Until the beginning of the twentieth century, concern for quality was reduced to the implementation of a number of control and support activities that were built into the overall enterprise management process. At the same time, standardization and unification of parts, tools and labor techniques were used, incoming inspection of materials, operational control during the manufacturing process, as well as various types of testing of finished products were used.

As competition intensified and products became more complex, their quality became increasingly important as the basis of competitiveness. “All these phenomena led to the emergence of the concept of transition from individual isolated activities to ensure product quality to a systematic approach, to the need to manage product quality.”

Of particular note is the role of statistical quality control (SQC), which was started by Schuchardt, an employee of Bell (USA), who introduced control charts into practice in the 30s of the twentieth century. Quality management in Japanese companies began with the introduction of statistical methods, after the American statistician Deming conducted courses on their study in Japan in 1950. But already in the 1960s, quality control began to extend beyond the production process and statistical quality control (SQC) began to turn into total quality control at the firm level - English. total quality control(TQC). It provided for the participation of all employees of the company, personnel training, the work of quality circles, and the use of statistical methods. And although the ideas of integrated quality management, quality circles and the use of statistical methods were born in the USA and Europe, Japan actively used and improved them.

As a result of using American, European and Japanese experience in quality management and taking into account an increasing number of factors affecting quality, quality management has acquired a comprehensive, systemic character.

In ISO 8402 - 86 comprehensive quality management mentioned as quality management at company level and in practice it appeared as the coordinated influence of personnel and managers at all levels on all stages of product creation, taking into account all factors that have a significant impact on quality.

An integrated approach to quality management implemented in the form of quality systems (eng. quality systems) within the framework of general enterprise management. Quality systems were formed not only in the USA, Europe and Japan, but also in the former USSR. The first stage was the creation of the Saratov system of defect-free manufacturing (BIP), developed in the mid-1950s. This system took into account the percentage of products handed over to the quality control inspector from the first presentation and, depending on this, the level of moral and material incentives for the employee was established. Subsequently, this system was transformed into a zero-defect labor system (DLT), which, in addition to the BIP system, took into account the rhythm and culture of production. Along with these systems, the KANARSPI system (quality, reliability, service life from the first products) was developed, which was implemented at enterprises in the Gorky (now Nizhny Novgorod) region, as well as the NORM system (scientific organization of work to increase motor resource), which was used at the Yaroslavl Motor Plant. And finally, in the 1970s, a comprehensive product quality management system (KS UKP) was developed and implemented at a number of enterprises in the Lviv region, which incorporated elements of the BIP, SBT, KANARSPI, NORM systems and the experience of other quality management enterprises.

After this, at Soviet enterprises, the introduction of KS UKP began as a directive, with the help of which they hoped to improve the quality of domestic products. Everyone fought for quality, there was a five-year quality plan, the best products were awarded the “Quality Mark”. In 1987, non-departmental quality control was introduced at 1,500 enterprises in the country - state acceptance of products. But all this activity did not, and could not lead to achieving the desired results. It was obvious to most enterprise managers that neither the introduction of the CS UKP nor additional non-departmental control were sufficient to ensure quality without the introduction of modern technologies and taking into account the human factor. But this was not the case at most enterprises. And the economic system itself, with strict control over the implementation of the plan “on the whole,” did not encourage enterprises to produce high-quality products. The exception was the military-industrial complex, where they spared no expense on equipment and paid higher wages, which made it possible to create competitive military equipment. Therefore, at many enterprises, although they implemented the CS UKP under pressure from the State Standard, they still understood that it would not solve the quality problem, and treated it as a purely formal event. Nevertheless, it is impossible not to note the positive role of the KS UKP in documenting quality systems and combining disparate elements of quality management at enterprises into a single system. Subsequently, this significantly facilitated the work of bringing KS PCC systems to the requirements of the ISO 9000 series international standards for quality management, the first edition of which was released in the USSR in Russian translation in 1988.

International standards ISO 9000 series

The ISO 9000 series of standards were developed due to the awareness of enterprises in industrialized countries of the need to implement integrated quality management, which some even then called total quality management. It started with the fact that in the 60-70s of the 20th century they developed national standards with recommendations on what types of work should be implemented at enterprises in order to organize a system in quality work (quality system). It was recommended to introduce quality control of projects, materials, products, management of documentation and measuring instruments, establish a clear procedure for eliminating deficiencies, etc. Then, by 1987, the International Organization for Standardization (ISO) taking into account national standards, mainly based on the British Standard BS 5750, the ISO 9000 series of international standards were developed and published with recommendations for the establishment of quality systems. The benefits of implementing quality management systems were explained by the following considerations. Since the supplier’s warranty cannot serve as a complete guarantee of meeting the customer’s requirements due to possible errors in the design and manufacturing of products, it is important for the customer that the supplier has a clear quality system in place. This gives the customer additional confidence that the supplier’s quality work is not carried out haphazardly, shock-and-emergency, but systematically and systematically, which ensures sufficient stability in the quality of the products, and not just individual samples for advertising and exhibitions.

As a result, with the release of ISO 9000 series standards, the experience of an integrated approach to quality management received logical documentation and became widespread in world practice. As experience in applying these standards accumulated, they were refined. The second edition of the standards was published in 1994, and the third in 2000. Currently, the ISO 9000:2005 standard and the ISO 9001 standard are used to create quality systems. Standards have been developed for audits and certification of quality systems, for personnel training, and others. In addition, based on ISO 9000 standards, standards for quality systems for enterprises were developed, taking into account industry specifics. Unfortunately, the definitions of such terms as product quality, quality assurance, quality management (quality management) given in the standards do not reveal the essence of these concepts and contain a number of erroneous provisions, which was noted when analyzing these terms in the relevant Wikipedia articles. In this regard, in practical work on quality management, to understand these terms, one must be guided by additional authoritative sources on management and terminology indicated in the references.

The further development of quality management did not stop at an integrated approach, which was sufficient in conditions when achieving the required quality was one of the goals of the enterprise, along with the price, volume and delivery time of products under contracts. In the 80s - 90s, due to increased competition in sales markets, product quality came to the fore as the basis of its competitiveness. Complementing the integrated approach with new elements, manufacturers gradually moved to a broader approach to quality management, which in Russian standards was called total quality management (management).

Total Quality Management(English) total quality management, TQM) was introduced in the international standard ISO 8402:1994 as “a quality-oriented approach to managing an organization, based on the participation of all its members, and aimed at achieving long-term success through customer satisfaction and benefit to members of the organization and society.” In a note to the definition of this term, it was noted that “Total Quality Management - TQM” or its components are sometimes called “total quality”, “CWQC” (eng. company-wide quality control) (company-wide quality management), “TQC” (total quality control), etc. In addition to the participation of all personnel, this approach implied strong and persistent quality management from senior management, education and training of all members organizations.

In terms of meaning, the edition of the ISO 9000:2005 standard, which sets out the principles of quality management, is closer to total (total) quality management, although there is no term “total quality management” here. However, this term, using the "total" definition, continues to be used in practice instead of the understandable and natural "total quality management" corresponding to its acronym TQM. In addition, when using the definition of “total” in the phrase “total quality management”, the scope of concepts is violated. A specific concept from a narrow field of knowledge (quality management) is placed next to the all-encompassing word “universal”, which refers to fundamental concepts, such as the universal law of nature. The use of the term “total quality management” can be justified if one wants to emphasize its main feature, when in the activities of the enterprise and all its divisions the priority is to ensure the required quality of products with the wide involvement of personnel.

The emergence of TQM and its further development followed the path of expanding the scope of quality management, involving more and more areas of activity and factors influencing quality. This was documented in the third version of ISO 9000 standards and in the development in the late 1980s and early 1990s of national quality award models that take into account the contribution of various factors to quality assurance and business results.

In the USA, in 1987, the quality award was introduced by the Minister of Commerce M. Baldrige. After this, quality awards were established in a number of European countries, and in 1991 the European Foundation for Quality Management (EFQM) established the European Quality Award, founded by 14 of the largest European companies such as Philips, Volkswagen, Nestlé, Renault, Fiat, British Telecom and others. In Russia, the quality award was established in 1996.

Currently, the following main features of universal (total) quality management can be noted, which can simply be referred to as modern product quality management:

• Choosing a strategy and policy in the field of quality aimed at constantly improving the quality of products and services;
• The orientation of the enterprise’s work, based on consumer requests, is to do what sells, and not sell what is being done;
• Management of all departments of the enterprise by top officials and administration, based on the need to ensure the required quality of products;
• Involving staff in active work to improve quality by ensuring their satisfaction through proper motivation of work, promoting rationalization work and organizing the work of quality circles;
• Introduction of flexible production taking into account the individual requirements of consumers in conditions of high-performance mass or large-scale production;
• Creation of quality systems in accordance with the requirements of international standards ISO 9000 series, taking into account the characteristics of enterprises;
• Application of process, system, situational and other modern approaches to management accumulated by management practice;
• Investments in personnel development, continuous improvement of their qualifications, training of workers in related specialties and methods for solving quality problems;
• Self-assessment of the enterprise’s activities according to the criteria for quality awards and participation in competitions for their award;
• Product certification, assessment or certification of quality systems, analysis of existing problems and development of necessary measures to ensure and improve quality;

In addition, within the framework of TQM, it is recommended to create environmental management systems in accordance with ISO 14000 standards, as well as occupational safety and health management systems (OHSAS 18000), which complement the quality system, increasing the efficiency and competitiveness of the enterprise.

There is no doubt that quality management will continue to develop, enriched with new approaches and methods of work.

Interaction of quality management with other areas of the enterprise’s activities

Quality management in practical work is closely related to all areas of the enterprise’s activities that provide or participate in the creation of products. The heads of these areas perform their quality functions, and together they form subject of quality management, influencing the process of creating products in order to ensure their quality.

Since quality management is one of the aspects of the overall management of a company, it cannot be considered in isolation from the science of management (management), which determines the general patterns of management activities. Therefore, to organize effective quality management, it is necessary to use management provisions and recommendations that can be applied in quality management. This will allow:

• gain a general understanding of organizations (enterprises) and factors of the internal and external environment, that is, about the conditions in which quality management is carried out;
• get acquainted with the essence of management and the structure of management activities at the enterprise in order to understand the role and place of quality management in the management of the enterprise as a whole;
• apply management functions in quality management, as well as approaches and methods for their implementation, accumulated in management practice.

In this case, quality management will have at its disposal a scientific foundation and proven practical management methods, which will provide a solid basis for organizing and conducting professional and effective work on quality management in enterprises.

Notes

1. International standard ISO 9000:2005 “Quality management systems. Basic provisions and dictionary" M.: Standartinform, 2006
2. International standard ISO 8402:1994 “Quality management and quality assurance - Dictionary” - M.: VNIIS
3. GOST 15467-79 Product quality management. Basic concepts. Terms and Definitions. - M.: Standards Publishing House, 1979
4. Kunz G., O'Donnell S. Management. Systemic and situational analysis of management functions. In 2 volumes - M.: Progress, 1981
5. Merriam-Webster, "organize"
6. Dictionary of the Russian language in four volumes of the USSR Academy of Sciences, “Russian Language”, vol. 4, third edition. - M.: 1988

TQM is not just an approach to organizing the processes of planning, ensuring and controlling the quality of a company’s products. This is rather an approach to creating a new management model in general.

The new company is based on a number of the following fundamental theses:

1. The role of management. IN activities for reforming/restructuring enterprises based on TQM principles, a huge role is assigned to management. Figuratively speaking, leaders hold the keys to improving the organization.

The leaders of the organization set goals, main directions of activity, as well as methods for their implementation. They create an environment in which employees are not just executors of the will of management, but interested participants in solving production problems (as they say now - engaged employees).

Setting goals and analyzing their implementation by management should be a constant part of the activities of managers, just as quality plans should be included in the strategic development plans of the organization.

2. Customer orientation. Attention to clients should be manifested not in pompous slogans, but in pragmatic, everyday activities. First of all, customers must be identified, that is, employees and, first of all, managers must clearly know who the consumers of the company's products are. Then you should determine the needs of your customers and develop a system of indicators that determine the degree of customer satisfaction with the company's products. After this, you need to use this system of indicators as the basis for the employee motivation system and the company management system as a whole, as the main indicator of the success of the company's development. A major role in increasing the efficiency of interaction with clients is played by the system of communication with them. This implies that the company's information system must be compatible with the information systems of its major customers.

Strategic planning. Much attention in TQM is paid to planning processes in general and strategic planning in particular. Moreover, it is planned to achieve not only traditional production and economic goals, but also such goals as the level of consumer satisfaction, a positive business image of the company, the prestige of brands, etc.

Involvement of all employees. People at all levels form the backbone of the company. Their full involvement makes it possible to use their abilities to achieve maximum efficiency for the organization. Personnel are seen as the greatest asset of an organization; Accordingly, the necessary conditions are created in order to maximize and use his creative potential. The management of the organization should strive to ensure that the goals of individual employees are as close as possible to the goals of the organization. Material and moral encouragement plays a huge role here.

TQM is supposed to delegate more responsibility to lower levels of management. It should not be forgotten that employees must be specially trained to take on this new responsibility. As the responsibility of ordinary employees increases, the role of feedback increases, which becomes the main component of the enterprise information system. Naturally, this approach does not imply the absence of management, but leaves more room for higher levels of management to focus on solving strategic problems. In addition, social and psychological factors play an important role. Self-control (properly prepared) and control from colleagues works more effectively than formal control from above.

The organization's personnel must be proficient in teamwork techniques. Continuous improvement activities are predominantly organized and carried out in teams. In this case, the so-called a synergistic effect in which the total result of the team’s work significantly exceeds the sum of the results of individual performers.

Personnel training. With the expansion of powers and enrichment of functional responsibilities, the need arises for constant training of personnel, and not narrow training on individual professional issues, but a broader one - in a certain sense, humanitarian education. Another new characteristic of TQM training is the evaluation of training effectiveness.

Awards and recognition. In order for the new system to work, it is necessary that it be anchored in an appropriate motivation system that would encourage proper behavior and limit inappropriate behavior. Formal awards and recognition should be in harmony with informal ones. Thus, the quality management system is deeply rooted (integrated) into the general management system, which is supported by the motivation system, and it, in turn, is fixed in the company’s value system, i.e., in the organizational culture.

Product and service development must respond quickly and responsively to the constantly changing and increasing needs and expectations of consumers. Indicators such as improving the quality of development, i.e., compliance of developments with client requirements, and the duration of the development-implementation cycle are of critical importance.

Process management. The fundamental principle of TQM is the concentration of all efforts to improve the activities of an enterprise on specific processes, and in particular on processes that directly affect the quality of the company's final product. It has been proven that the desired result is easier to achieve if the appropriate resources and activities are managed as a process.

9. Quality of suppliers. The quality requirements for suppliers' products are almost the same as for our own. To monitor suppliers, you should quickly monitor the quality of their products and promptly refuse unreliable services (if possible). It is also advisable to establish mutually beneficial relations with them, including those aimed at certain regulation of their actions. At this stage, documented procedures are established that must be followed by the supplier at all stages of cooperation.

10. Systematic approach to management. Identifying, understanding and managing a system of interrelated processes aimed at achieving a set goal increases the effectiveness and efficiency of the organization.

Only with a systematic approach to management will it be possible to fully use feedback from the customer to develop strategic plans and quality plans integrated into them.

11. Continuous improvement. IN In this area, the organization must not only monitor emerging problems, but also, after careful review by management, take the necessary corrective and preventive actions to prevent such problems in the future.

Goals and objectives are based on the results of assessing the degree of customer satisfaction (obtained through feedback) and on the performance of the organization itself. Improvement must be accompanied by the participation of management in this process, as well as the provision of all the resources necessary to achieve the set goals.

Information system. For the normal functioning of the TQM system, it is necessary to develop and implement a supporting information system that allows you to effectively collect, store and use data, information and knowledge. But first, you need to clearly define what data to collect and how to process and distribute it. In modern conditions, excess information is a more dangerous symptom than its lack. Thus, effective decisions are often based on logical or intuitive analysis of data and information. The sources of such data can be the results of internal audits of the quality system, corrective and preventive actions, complaints and wishes of customers, etc. Information can also be based on the analysis of ideas and proposals coming from employees of the organization and aimed at increasing labor productivity, reducing costs, etc. d.

13. Best experience. One of the effective tools for improving quality and improving the management system is to identify and use the best experience of other companies (so-called benchmarking). Typically, this activity consists of identifying the processes to be improved, modeling your own processes, learning from the best practices of other companies, analyzing and drawing conclusions, and using the results.

14. Constant assessment of the effectiveness of the quality management system. For such an assessment, it is necessary to develop a system of criteria and a procedure for conducting such assessments. The obtained and analyzed results should be used to further improve the activities of the enterprise.

The TQM system is designed to ensure that the quality of the enterprise/project's products meets the requirements of standards and consumer assignments and operates at all phases of the project cycle. All organizations, services and divisions of the enterprise/company participate in quality management. The following functions are performed:

planning the quality of products of the enterprise/project and its individual elements;

creation of a project team, including training and organization of work activities;

preparation of production, that is, ensuring the qualifications of performers and their technical equipment necessary for a given level of quality;

development of a logistics system;

control and ongoing assessment of the achieved quality level, including input, operational and acceptance control of technological processes and production operations, as well as inspection control;

information support, including a system for collecting, processing and transmitting information between management levels;

laboratory, metrological and geodetic support of technological processes;

legal support for quality management.

To perform these functions, a unified sequence for the development and implementation of TQM is established, in the formation of which specialized firms operating under a contract with the enterprise should take part. Work on creating the system is carried out in the following sequence:

1. A production survey is carried out and a special report is prepared.

Based on a survey and analysis of the actual state of production, a quality management system is selected and a Quality Program is developed. The program reflects the strategy for ensuring the quality of the enterprise/company's products, determined at the initial stage of its implementation long before placing orders for the purchase and supply of equipment. The program must include: the organizational structure within which it will be implemented; a clear distribution of responsibilities and levels of authority for individuals, groups and organizations involved in solving this problem.

A Guide for the implementation of the Quality Program is being developed, which describes the essence and mechanism of operation of the Quality Management System.

At a special meeting with the participation of a consulting firm, the details, timing and organization of implementation of the Quality Program and Management are discussed, the necessary corrections are made and decisions are made (including on issues of training and certification of personnel).

Activities from the Program and Guidelines are included in the general plan of the enterprise/company/project.

The quality program and manual are put into production; a specialized company conducts periodic inspections, documenting their results and introducing the necessary clarifications into the specified documents.

During the implementation of the Program and Management, a specialized company supports the system and protects the interests of the enterprise.

Mikhail Yurievich Rybakov Business consultant, business coach, senior partner of Just Consulting, certified project management specialist (IPMA)
Alexander Leonidovich Shmailov Leading trainer-consultant on quality management, head of the Quality Management department at Just Consulting
Magazine "Management News", No. 1 for 2008

“The challenge of the times for enterprises can be formulated as “mastering an ever-increasing variety of rapidly changing tasks faster and more cost-effectively.”

Alexander Leonidovich Shmailov

annotation

This article is devoted to the creation and implementation of a quality management system (QMS) in a Russian company. After reading it, you:

• Find out what benefits your business will receive from implementing a QMS
• Study modern types of QMS and you can choose the most suitable one for you
• You will be able to understand how to create a QMS in your company and prepare it for international certification

The article bears practical nature and is based on world practice and many years of experience of the authors in the field of quality in such companies as:

• Western: BEKO (plant in Russia), Daimler-Benz/Mercedes Benz Avtomobili, Trocal, KBE, TUV EC, Volvo Truck Corporation Russia, Kuhne+Nagel LLC Russia, etc.
• Russian: BeeLine, Business Process LLC, Corbina Telecom, Moscow Business School, Sawatzky, YUKOS NK, etc.

The entire article will be based on a single end-to-end example. We took the fictitious company “Etalon” as our hero. This is a multi-brand car dealership center for the sale, repair and maintenance of cars of European brands. This example is good because:

• firstly, many of us regularly use the services of car service stations (service stations)
• secondly, this example can illustrate the implementation of QMS in companies engaged in sales, production and service provision.

History of the company. Problems

The Etalon company was founded in 2001. At that time, she was servicing Volkswagen cars. Over time, a number of Japanese and Korean brands also began to sell and service. Today, Etalon is one of the leaders in the regional market. However, recently the competition has become increasingly fierce and therefore the company has begun to pay more serious attention to those points that it had not previously reached:

• Service station personnel do not comply with time standards and enterprise standards
• The Directorate believes that the productivity of direct labor (mechanics, electricians, diagnosticians) could be much higher
• Customers are not entirely satisfied with the quality and speed of service
• Rare clients seek services again: they go to competitors

And consequently:

• The company is losing market position
• Owners and investors are not satisfied with the return on invested capital.

Of course, these problems were not new to management. And, of course, they tried to solve them:

• Installed video surveillance of the work of mechanics, mechanics and electricians
• Increased or decreased the bonus level, linking it to productivity
• Trained receptionists to work with clients
• And much more

However, all this gave only temporary improvement. And then one day the owner of the company heard that There is such a science - quality management, and decided to implement it in my company.

What is quality management and what does it provide?

What are the benefits for business?

Advantages, which you can get are very diverse:

• Reduced production costs and increased profits
• Increasing the capitalization and investment attractiveness of the company
• Increasing the company's manageability and transparency for management
• Increased employee motivation and loyalty, improved team environment
• Increased customer satisfaction
• Developing the company's image and increasing its competitiveness
• Opportunity to enter foreign markets and cooperate with major Russian companies
• Continuous improvement of company performance

How is this achieved?

To put it simply, quality is about how to build your business wisely. There are:

Quality management is the same area of ​​management as production, finance, personnel and others. But at the same time, it is more complex, affecting all aspects of the company’s work, and therefore is under the control of its top management.

And all successful companies in the world (from such giants as Daimler-Benz to small companies) in a variety of business areas are dealing with these issues.

What are the quality management systems?

There was a time when every leading company created its own QMS. However, in order to “not reinvent the wheel”, based on the practices of the world’s most successful companies (best practices), various quality standards, For example:

• ISO 9001:2000
  Talks about how to build an efficient, long-term successful company, regardless of its field of business. It is also used to evaluate partners: how risky it is to work with them.
  This standard is the basis for all QMSs created in the world, therefore we will take it as a basis for further presentation. Other standards clarify and detail the requirements of ISO 9001:2000 for specific countries and industries.

• ISO QS 9000
  Standard for evaluating suppliers and contractors in the automotive industry. Adopted by the “big three” American automobile companies: Ford, General Motors, Chrysler.
• VDA 6.1/6.2
  European standard similar to ISO QS 9000. Adopted by German companies such as BMW, Volkswagen, Mercedes, Siemens.
• ISO TS 16949

An international standard that grew from those described above.

But that's not all. If you have implemented a QMS, then you have reached a certain basic level for the industry. But competition is growing, and if you want to develop further, your reference point may be further improvement programs, For example:

• Statistical Process Control (SPC)
  A set of techniques for monitoring product quality at all stages of the life cycle.
• Quality Cost Management
  Reducing costs from low quality (defects) by preventing it.
• Toyota production system - TPS and lean production (Lean Production)
  Toyota production system. It is one of the most successful quality management systems in the world.
• Modern preventative maintenance (TPM) methods
  A system of Japanese methods for assessing and improving the overall efficiency of production equipment.
• Six Sigma
  A system originally developed by Motorola. Based on a project approach to implementing improvements and a clear organizational structure.

Basic principles of quality management

In work on quality we can highlight 3 levels:

1. Ideology

2. Psychology

3. Tools

"What does this mean? - you ask. - What does ideology have to do with it? In our country this was more than enough! Look at the results!”

That’s right, but the whole point is that a company employee can be given the best tools, machines and equipment, but if he won't want to work efficiently, all your efforts will be a waste of money and time.

Ideology needed to form public opinion. For example, in Japan the principle “A good person is ashamed to do bad work” is promoted. In the USA, Quality is often compared to religion. A person cannot be forced to believe in God. The same goes for quality. You can’t force it, but you can convince it, create the appropriate mood within the framework of an individual project, a company or an entire society.

Understanding psychology an employee is needed in order to be able to convey the basic principles of quality to employees.

A tools help to put the principles of quality into practice.

Quality as a discipline was largely created through the efforts of individuals. They are often called “Quality Gurus”. It was they who laid the ideological foundation for quality as a management discipline and developed tools that are actively used all over the world.

Edward Deming is rightfully considered one of the founders of the world science of quality. In the 1940s XX century he worked as a professor of statistics at New York University. At that time, he first began to think that statistical methods could be used for quality management. He offered his ideas to many American companies, but at that time his ideas were not accepted in US business circles. He tried to find understanding in a number of countries around the world, including the Soviet Union. He almost remained in our country, but the country’s leadership demanded that he publicly declare that Soviet industry is the highest quality in the world. Having familiarized himself with the state of affairs at several factories, he was unable to take such a step, which means he was forced to continue his search for a country where his ideas would be accepted. Japan turned out to be such a country.

After the Second World War, Japan was in a very difficult economic situation, and the goods that its industry produced were completely uncompetitive due to very low quality. For six years, Dr. Deming lectured and advised Japanese business leaders and government officials. As a result, the Japanese were able to put new management principles into practice and become world leaders in the quality of their products.

Much later, in the early 80s, many years after the start of the “Japanese industrial revolution”, in the book “Overcoming the Crisis” Deming formulated his famous "14 principles of quality", which reflect his many years of successful experience working on quality in major companies around the world.

The essence of Deming's approach is that the reasons for low efficiency and poor quality most often lie in the system, not in the employees. Therefore, to improve operational results, managers must adjust the system itself. Deming paid special attention to:

• necessity collecting statistical information about deviations from standards
• reducing deviations in company processes and products
• due to search, analysis and elimination of causes of deviations.

So let's consider "Edward Deming's 14 Principles", which to this day form the basis for quality management throughout the world.

1. Commitment to improvement

“Make sure that the desire to improve a product or service becomes constant; your ultimate goal is to become competitive, stay in business and provide jobs.”

Rice. Rising quality in Japan and the USA

The Japanese love to talk about how they have surpassed America in quality. And do you know how they explain their success?

In the USA, quality is improved from time to time when some technological or management breakthrough occurs. In Japan, one of the components of any work is its continuous improvement (Kaizen). We will look at how this happens below (PDCA cycle). In the meantime, I invite you to think about the question: how does quality change over time in Russia? Remember the dynamics of changes in the quality of many brands that have appeared on the consumer market in recent years...

Iterative Improvement (PDCA Cycle)

One of the main principles in the development of quality is the principle of continuous improvement. It finds practical implementation in the implementation of the famous PDCA cycle (from the English words: plan- to plan, do- do, check- check, act- act), developed by Edward Deming.

This principle symbolizes the infinity of the improvement process. Imagine that you are sailing on a boat towards a certain goal. The boat will periodically be carried away by the current and turned around by the wind. To sail to your intended goal, you will have to regularly adjust your course using the principle of feedback. Note that goals can also change... However, in business, people often think that once they find the right solution, they can use it forever.

Rice. PDCA cycle

The PDCA cycle is often depicted as a person pushing a wheel of continuous development up an incline. The circle symbolizes the continuous nature of improvement. This symbol is very popular in Japan, as is the technique itself. For example, the PDCA cycle is often a topic of discussion at Quality Circles.

2. New philosophy

“We live in a new economic era. Leaders must rise to the challenge of this era, must recognize their responsibilities and become leaders to bring about change.”

If you want to run your company using the old “I’m the boss, you’re the fool!” principle, it’s best to leave all talk about quality right away. The experience of most companies that have successfully implemented a quality management system suggests that it all starts with faith in the quality of the company's top management. Moreover, often at first you have to overcome a wall of misunderstanding and resistance on the part of the bulk of employees and middle-level managers. Quality is “doomed to success” only if top managers accept it as one of the main priorities for the company’s development, regularly proclaim its important role, and most importantly, adhere to the principles of quality in their daily work, persuading employees to follow the new course by their example.

3. Stopping mass inspections

“Overcome dependence on quality control. Quality cannot be achieved through mass testing, but must be the result of a sustainable manufacturing process.”

Initially, quality as a management discipline arose with the introduction of assembly line production at the beginning of the 20th century. Before this, an artisan producing his products in small batches could control the production process himself from start to finish. And the worker standing on the assembly line became separated from the results of his labor, that is, those “10 nuts” that he screwed every day from morning to evening were very far from the shiny beautiful cars that rolled off the assembly line at the end of assembly and finishing.

Then, for the first time, the idea of ​​creating quality control departments (technical control departments) arose, that is, special divisions arose whose main task was quality control of manufactured products. The main problem with final inspection is that even if some defects in finished products are found, their elimination can be very expensive for the company, and often “hidden defects” arise that will only be discovered when the product reaches the end user.

Another disadvantage of mass control is the psychological problems that arise in production when there are a large number of controllers. Who enjoys working when you are constantly being watched by the watchful eye of a supervisor?

The opposite of total control is development of the quality of the business process and technological process so much so that marriage would be impossible in principle. Also one of the goals is to achieve process reproducibility. For example, one car can be produced in a garage, but in order to make a thousand identical ones, and even with workers of different skill levels, quality management is precisely what is needed.

4. Be careful with cheap purchases

“Stop purchasing based on seeking the lowest price and instead minimize total costs. Try to have one supplier for each component, work with him on the basis of long-term, trusting relationships.”

Any company depends on the resources it acquires on the foreign market. Management often forces purchasing managers to focus on minimum prices. However, when choosing suppliers, it is important to pay attention not only to the price of the purchased products, but also to total cost of ownership given resource throughout its entire service life, which includes the cost of repairs, spare parts, and losses from downtime of cheaply purchased resources. Often, a simple economic calculation shows that it is better to buy more expensive but high-quality products. You can calculate what is more profitable: invite a team of professionals or a team of guest workers to build your cottage, who are sober only at the time of concluding the contract, and who first picked up a trowel a month ago. As they say, “I’m not rich enough to buy cheap things”...

5. Continuous improvement of systems

“It is necessary to constantly look for the causes of defects in order to improve in the long term all production and service systems, as well as any other activities associated with the enterprise.”

This principle tells us how important it is to analyze the causes of problems that arise during the operation of a company. “There are no defeats - there is only feedback,” say the wise. Our mistakes and miscalculations are invaluable experience that will make our path to success in the future easier. Only a detailed examination of the reasons that led to a particular problem allows it to be eliminated in the future. From the very first steps of project development, it is extremely important to cultivate in employees the principle of a detailed analysis of emerging difficulties in order to take real steps to eliminate and prevent them in the future.

There are a number of tools that allow you to analyze the causes of existing or potential problems.

6. Personnel training system

“Create a system of on-the-job training.”

Have you noticed that often a young specialist who comes to work after studying at a university has no idea what needs to be done, even if he works in his specialty (which is rare these days)? How to raise professionals who will successfully cope with the tasks assigned to them, and also become the backbone of the company in the future?

World experience shows that a mentoring system, when experienced employees train young newcomers, can help solve this problem. This approach gives a “triple effect”: you train young people, increase the loyalty of experienced specialists, unite the team, and lay the foundations for respectful relationships between colleagues.

7. Effective leadership

“Modern management techniques must be adopted to help employees do their jobs better.”

A well-known principle says: in order to get a different result, it is necessary to make some changes in the system. That is, if you don’t change anything, then the result will be “as always.” Are you satisfied with the work of your employees? No? Then who is responsible for making changes happen in your company?

In the new conditions, when increasingly greater results are expected from an employee, as well as a responsible, creative approach to work, the manager is no longer the overseer over the “careless employee” that he often was before. A modern approach to management implies a partnership between employees and managers, in which the manager plays the role of a mentor, a “senior comrade” who can show the employee the path to his professional growth.

8. Eliminate the atmosphere of fear

“It is necessary to promote mutual communication and use other means to eliminate fear among workers. Then people will be able to work effectively in the interests of the company.”

What are workers afraid of? It’s worth starting a conversation about this with the fact that in any company with more than 100 people, business interests are largely replaced by the interests of building a career within the company. This means that all actions taken by the employee will be aimed at increasing their merits in the eyes of their superiors and hiding all mistakes.

What does this lead to? People are starting to be afraid. Be afraid to talk about a mistake you made, to once again turn to management with a proposal for improvement: “How will they look at me? Won't they punish me? Won't they make me responsible for implementing my proposal? What if I can’t handle it?” As a result, a person takes on only the “safest” jobs and strives to shift responsibility to colleagues and managers. What kind of creative approach to work can we talk about in such a team environment?

Another negative consequence of the fear of punishment at work, the division of the company into “bosses” and “ordinary workers” is the emergence of mutual responsibility among ordinary employees. There are many negative consequences. This is both theft and mutual concealment of inaction and mistakes.

What is the reason for this situation? The main reason for confrontation between employees and management is usually fear. After all, it often happens that when problems are discovered (for example, a defect occurs), management is engaged in “searching for the last resort,” “so that it is discouraging.” And the problem often lies in labor organization problems and system shortcomings.

A number of successful companies have introduced the following principle: if an employee himself admits his guilt in making a mistake, he is not only not punished, but is also rewarded if he has come up with a real way to prevent this mistake in the future. After all, now this employee has gained valuable experience! Of course, this does not apply to those who make mistakes every day. However, as practice shows, most workers really strive to do their job as best as possible. Don't interfere with this!

9. Removing barriers

“It is necessary to eliminate barriers between individual areas of the company’s activities and divisions.”

Have you noticed that sometimes you can hear such conversations in companies.

Accounting: “These salespeople are slackers! Not only do people come to the office only in the evening, but documents are constantly delayed!”

Sellers: “This accounting department is a complete swamp! Not only do they sit there all day, wiping their pants, but they also constantly make mistakes in their calculations, and you won’t get any documents from them!”

If you hear similar conversations in your project, this means that you have developed confrontation between units. Why does it happen?

The fact is that the majority of company employees are busy with their narrow business and do not notice the importance of what other departments are doing or the problems that exist in their work. This means that what other departments are doing begins to seem unimportant. As a result, conflicts and mutual accusations arise.

What to do in such a situation? As a rule, this situation is resolved through a series of procedures aimed at resolving conflicts and establishing constructive interaction between departments. Moreover, to conduct such events, people are needed who will not be “friends” for either party, and often a team of invited consultants plays this role.

10. Refusal of slogans

“Slogans, calls and warnings must be eliminated. They only cause opposition, since in most cases poor quality is caused by the system, and not by the behavior of a particular employee.”

“You must work efficiently!”, “Five-year plan - in three years!” - we’ve all heard this somewhere before, haven’t we? When you hear such a fiery call, what desire arises inside? Do quality work, or do something different in relation to the one who repeats this slogan day after day?

Does this mean that propaganda is not needed at all? What should I do? How to convey the necessary ideas to employees? Moreover, the author spoke above about the “ideology of quality”. Is there a contradiction here?

Of course, it exists, but there are also methods for resolving it. Firstly, modern methods of creating public opinion (PR) are much more subtle than simply uttering slogans. Secondly, there are other ways to convey ideas to the masses, for example, the work of Quality Circles, which, in our experience, work great in Russia (of course, if they are organized correctly).

11. Refusal of arbitrarily established standards (quotas) in production. Change of leadership

a) “Abandon quantitative quotas for workers”;

b) “Give up quantitative goals for the administration.”

As the practice of implementing quality management systems shows, there is always a contradiction in companies: to work efficiently or to work well. In general, our whole life is woven from contradictions. For example:

Car: prestigious or cheap?

Go by train or fly by plane?

Employee: smart or flexible?

One of the tasks of the project manager is to resolve such contradictions at the earliest stage of planning. Moreover, the situation is often complicated by the fact that priority quality in work contradicts those quantitative production standards, which are set for employees. They would be happy to work well, but at a certain load level this becomes physically impossible.

How to be? Find compromises between quality and quantity, rather than going to one of the extremes.

12. Being able to be proud of your work

“Anything that calls into question the ability of every front-line worker and every manager to take pride in their work must be eliminated.”

Have you noticed how differently those who go to work “just to earn money” and those who are proud of their professionalism, their team, and their company have different attitudes in their work? And yet, how many obstacles managers sometimes create on the way for employees to feel proud of their company! To the point that employees of newly spun off subsidiaries of one very large Russian company, who work side by side with it every day, are prohibited from wearing its symbols! It's hard to see the bitterness in people's eyes when they talk about it! People just give up because of this attitude towards themselves...

But sometimes it is necessary to take very simple actions to maintain an employee’s self-respect and pride in his profession. Methods such as honor boards and award certificates are still relevant today. And how happy serious adults are when they receive a postcard signed by their manager for a professional holiday!

13. Encourage learning

“It is necessary to create a comprehensive training program and an environment in which self-improvement becomes a necessity for every employee.”

Do your employees undergo frequent training? No? And do you want them to keep up with the changes that are happening in our lives?

They say about Japanese companies that everyone trains everyone there, and this is one of the reasons for the rapid growth of the Japanese economy. In our country today the situation is such that up to 70% of the population do not work in their basic profession. Engineers lead, psychics treat, and everyone who couldn’t find a place in other areas becomes a salesperson. And what do you expect from such employees? It can be surprising to see what hopes the head of such a newly minted sales department places on his “eagles,” one of whom wanted to become a doctor but gave up, another is looking for a job after culinary school, and the third just came from the army. Of course, these may be quite worthy people, however, no one would think of putting a peasant in the pilot’s seat and sending him across the Atlantic!

Create conditions in which it will be prestigious for your company’s employees to study. For example, you can associate career growth with completing certain trainings, or obtaining a “second higher education.”

14. Transformation is everyone's business

“Make sure every employee is part of the change program.”

People say: “Alone in the field is not a warrior.” Well, what will you achieve in the area of ​​quality if your employees in the smoking room giggle at you, discussing “another whim of the boss”?

One of the first tasks of a project manager is to involve all employees in working to improve quality. And make sure that people participate in it voluntarily and with enthusiasm.

It should be noted here that although Deming’s principles have proven their effectiveness in Japan and other countries of the world, they were developed a long time ago, and the Japanese mentality is significantly different from the Russian one.

That is, when borrowing any advanced experience, you should creatively rework it to suit the conditions of your reality. What principles will you develop for your company, based on the best global experience?

Creation of a QMS

So, how is a QMS created? As with everything, there is at least two ways:

• do it yourself;
• order on the side.

Americans call this “make or buy”. Both have advantages: in the first case, you will learn a lot, gain your skills, and get the most adapted system, but it will take you a lot of time. In the second, you will spend more money, but you will save time and get quick, professional results.

Most people choose the second option. We will look at it using the example of the Etalon company.

There are a few main stages:

• Preparation
• Analysis of the “as is” condition
• Training of managers and personnel in quality management
• Documentation development
• Formation of QMS documentation
• Implementation
• Internal audit
• Internal auditor training
• Conducting internal audits
• Quality management report to senior management
• QMS certification
• Repeated audits, continuous improvements, recertifications.

Preparation

Analysis of the “as is” condition

To begin with, the consulting company conducts preliminary rough assessment of the client in order to determine the contours of the future project. Evaluated:

• The company's industry and areas of business
• Organizational structure, management structure, number of personnel
• Does the client need certification, if so, what kind, why and in what time frame?
• And other parameters.

Rice. Organizational structure of the service station

It is worth mentioning here that certification varies. Companies' offers can be classified in different ways. For example:

• “Selling a certificate” + QMS as a bonus. Wishful thinking.
• Assistance in creating the organizational maturity of the company (speed, accuracy, quality of fulfilling customer orders) + certificate as its confirmation.

The first option is more widespread on the market, and the second, alas, often comes down to the first as implementation progresses. A truly professional consultant can do both options, but initially focuses on the second. Its advantages were described above in the section “What are the benefits for business?”. This is what we will talk about next.

Certification also happens:

• Western(TUV, Lloyd register, BVQI, DNV, SGS, etc.)
• Russian(GOST-R, VNIINMASH, Russian Register, etc.)

Western certification bodies are good because they have many years of experience and reputation, transfer successful experience from other companies, but their services are very expensive.

At the same time, Russian ones are cheap, but the emphasis during implementation is more on administrative resources and coercion.

Based on preliminary assessment consultant makes an offer to the client, where he describes the goals of the project, its stages, and costs. As a rule, the client arranges a competition (explicitly or not) among consultants. A contract is concluded with the winner, in which the terms of reference (TOR) and project plan are included in the annexes. This is very important because... allows you to agree “onshore” on mutual expectations and requirements, and the scope of work. Otherwise, the project tends to “grow,” which leads to dissatisfaction on both sides.

It is also worth mentioning that the success or failure of a project largely depends on the client. Thus, he often strives to complete the most expensive steps on his own, and does not complete them, or does them poorly. And sometimes the project is greatly delayed due to the absence of key client persons (business trips, etc.) and delays in providing information.

The same thing happens in the preliminary stages “grinding in” between consultant and client. After all, mutual trust is important for success: a consultant often learns a lot of confidential information about the company. It’s no wonder that maintaining trade secrets is an important point in any consulting contract.

For the success of the creation and operation of the QMS, the support of key persons in the company is critical, incl. its senior management. Therefore, it is useful to carry out the so-called kick-off training, which describes the key benefits of creating the system, the mechanisms of its operation and the stages of its creation.

• identify weaknesses and risks in the client’s business (non-compliance with the standard)
• identify potential improvements that can be implemented, preferably at minimal cost. They are sometimes also called “low hanging fruit.”

A step-by-step survey of company personnel is conducted, starting from senior management to performers.

Further implementation largely depends on the competence of this stage. If the consultant is competent, then already at this stage a vision of “how it should be”, and not only from him, but also from the client.

This stage ends formation of a QMS implementation project in company.

An example is given at the beginning of this section. You can supplement it with a network diagram, Gantt chart and responsibility matrix.

Documentation development

Identification of the Company's main processes

At the next stage, it is necessary to implement the concept that emerged after analyzing the current state of the company. And, first of all, it is necessary to develop a “principal diagram of the company”, and not so much “as is”, but “as it should be”, taking into account the requirements of the ISO 9001:2000 standard. In quality management, this scheme is usually called "process landscape": it contains the names of the processes taking place in the company and, possibly, the connections between them.

Processes are usually divided into three groups:

• Company management processes
• Core processes (that add value to the customer and bring profit to the company)
• Supporting (auxiliary) processes.

However, we adhere to the approach proposed by the Austrian consultant Karl Wagner (ProCon company), who also highlights:

• Measurement, analysis and improvement processes.

This makes it possible to ensure that the created QMS will actually fulfill its functions: to promote business prosperity. If these processes do not exist, the QMS is just a declaration.

Rice. Interrelation of processes in the company.

Displayed first main processes, as the most important for the company. We trace the entire path from receiving a customer’s order to issuing him a finished product or service. For example:

• Searching and attracting clients
• Conclusion of contracts
• Fulfilling orders
• Development of new products (R&D).

Note that the division of processes into groups is very arbitrary and controversial, and primarily depends on the scope of business and the goals of the company. For example, for a bank, financial management is the main process.

• Selection and evaluation of suppliers
• Work with personnel
• Life support of the office, technical processes
• Safety.

In order for core and supporting processes to function successfully, they must be managed. For this there are leadership processes. For example:

• Strategic management
• Tactical Control
• Operational management.

You can control it in different ways. It can be based on the intuition of managers, or it can be based on facts, preferably expressed in digital form. To do this it is necessary to produce measurements, then analyze received information. And based on the analysis - improve the work of the entire company or individual processes. Let’s say, in our example, the workshop manager set the price of an hour of work for the paint shop at 40 euros. Based on what: competitor analysis, customer surveys? Such a manager is at great risk if, for example, the cost of an hour is 37 euros: pretty soon his business will collapse, and he may not even suspect it, because it does not have a system for collecting and analyzing evidence.

Detailed description and development of processes

• Name
• Owner (responsible)
• Process boundaries (start and end)
• Inputs and outputs (starting with outputs)
• Process execution logic

There are many ways to describe processes, from the simplest to the most complex, such as IDEF0 and ARIS. However, we recommend using simple flowcharts: they are less scientific and easy for everyone to understand.

Rice. Description of the order processing process at the Etalon service station

During the description, processes are repeatedly adjusted and improved. Their landscape may also change. It is convenient to identify 4 working groups from among the company’s employees, each of which describes the processes of one of the groups listed above.

Determination of QMS management procedures

In order for processes to be effectively executed taking into account the requirements of ISO 9001:2000, it is necessary to develop six mandatory QMS management procedures:

• Document management
• Records management
• Non-conformity management
• Internal audit management
• Corrective Actions
• Preventive measures

To documentation The QMS was convenient to use; it was necessary to formulate some of its structure and document templates.

Posts are necessary in order to record how this or that work was performed. Remember the sheet on which the cleaning lady marks the time she cleaned the restaurant toilet - this is an example of records.

Rice. Example entries. “Car acceptance form for repairs”

Discrepancy management is working with customer complaints: both external and internal.

Internal audits are necessary in order to evaluate what cannot be measured in a normal measurement system. For example, the quality of documentation. First of all, performers are questioned regarding compliance with specified regulations.

If during the audit non-compliance with the requirements of the standard was identified, it is necessary to take corrective measures to correct them.

To ensure that inconsistencies do not arise in the future, preventive measures are taken.

Formation of QMS documentation

Of course, the QMS must be documented. The documentation is arranged in the form of a pyramid:

Application area Sets benchmarks in the field of quality Entire enterprise To all employees Describes the quality system in accordance with the established quality policy and objectives and the applicable standard Entire enterprise Internally: at the departmental level Outside: project participants Describes the activities of individual functional units necessary for the implementation of elements of the quality system One or more departments of the enterprise Only within one or more departments Consists of detailed working documents Department, individual workplaces Only within one department

• At the top level— the company’s quality policy and goals, which are detailed in the Quality Management Manual. This documentation is presented in the most general form and is of an “advertising” nature. It is provided to clients, suppliers, and partners. However, it contains links to the next level, which contains the company's know-how, and therefore access to it should be limited.

Quality Policy

1. Customer Focus
   We focus on the needs of our customers and work with them in a friendly and helpful manner in order to achieve long-term partnerships reliably and in the long term.
2. Economical
   We are committed to acting from an economic point of view. We clarify our company's processes from the point of view of their economic sense and efficiency. For our clients, we maintain current technologies and fundamental knowledge and guarantee this. We strive to further cover costs and competitive cost of our products.
3. Quality of services
   Our activities are defined within the framework of processes that should ensure the highest quality of our services. Responsibility and competence are clearly defined in order to ensure clear information flows and regulations for the regulation of interfaces.
   Preventing or quickly resolving nonconformities is part of our process-oriented QMS.

• On average— descriptions of processes and procedures. These are documents regulating the company’s activities: how to analyze the market, how to work with suppliers, create new products, etc.
  Above is an example of a process description
• On the bottom- work instructions, job descriptions, drawings, operational instructions, document forms, etc.

Implementation

Once the QMS has been created, it must be implemented. To do this you need:

• Share responsibility for the implementation of the created processes between managers and employees.
• To train. It is recommended to train managers first, who then train their employees.

Internal audit

Now we need to check how much what we planned corresponds to what actually is. The main goal is to improve the created system.

Internal auditor training

First of all, it is important to determine who will be the internal auditors. A good auditor can be a person who is not inclined to authoritarian control, but to looking for opportunities to improve the system.

Then carry out education, both audit procedures and necessary skills, such as asking effective questions, listening, identifying the causes of problems, suggesting improvements, separating problems from specific people, etc.

Then carry out exam, where the future auditor demonstrates his skills.

Conducting internal audits

The audit is carried out approximately a week after the end of implementation. When carrying it out, the following options are possible:

• Everything is described and works. Everything is fine here.
• If it is described, but does not work, then they decide whether a description is needed.
• If it is not described, but it works, then they evaluate whether a description is needed to make the processes repeatable or whether it is enough to create a “checklist” or conduct a simple briefing under signature.
• Not described and doesn't work. If a process is needed, then we come up with an optimal algorithm, otherwise we throw away the process.

Implementation of improvement activities based on audit

Based on the results of the internal audit, it is written report, has the following structure:

• General information about the state of affairs in the company from the point of view of quality management
• Critical non-compliance with the requirements of the standard
• Notes
• Recommendations

Based on the report, a list of events to improve the QMS.

Rice. Internal audit report outline

Rice. Internal audit report form

Quality management report to senior management

Once the QMS has been established and internal audits have been carried out, the Quality Management Officer submits a report to the company's senior management that contains an analysis of:

• Customer complaints
• Company market shares
• Corrective actions
• Preventive measures
• Internal audits
• Dedicated resources
• Work with personnel
• Corporate culture
• Etc.

During this procedure, the authorized person “sells” the created system to the first person of the company, demonstrating to him all the benefits of using the QMS. Based on the results of the report, senior management makes decisions on the final adjustments to the system, sometimes quite radically.

Rice. Agenda for the “Report to Senior Management”

QMS certification

When the QMS is completely ready, it is certified, i.e. confirmation by an accredited body that the created system complies with the standard. Simply put, some reputable independent organization provides a guarantee that your company is operating well and stably.

Certification has a number of steps:

• QMS is being developed
• A certification body is selected
• Application submitted
• Documentation (quality manual) is sent to the certification body and checked in absentia
• Time for certification audit is scheduled
• Auditors check the working system. The number of auditors depends on the size of the company being audited. During the audit, auditors identify “critical deviations,” comments and recommendations. If there are more than 3 critical deviations, then the certification is interrupted, the payment is “burned”, and the time for the next audit is set. However, this happens extremely rarely.

It is worth noting that the cost of certification depends on the size of the company and the number of man-days of work of the auditor. The cost of one man-day of work by a Western certification body is equal to the monthly salary of an average Russian manager.

Repeated audits, continuous improvements, recertifications

Since the principle of continuous improvement is inherent in the QMS from the very beginning, so-called control audits are carried out annually, and every third year - mandatory recertification of the system.

So, the QMS has been created and is working. What did this give to our company “Etalon”? A very simple and important thing - she has become more competitive and successful. And no matter what changes occur in the market, its shareholders and management are now confident that the company will be able to quickly adapt to them: not only to preserve itself, but also to reach a qualitatively new level.

With quality management, the winds of change become favorable!

What else?

Of course, there are other important aspects when implementing quality management in a company.

• For example, it is impossible to do without tools, of which more than 600 have been developed to date: from the simplest to the very complex.
• It is very important to work correctly with personnel so that your QMS is not just a pile of paper, but a really working mechanism for increasing the competitiveness of the company.

1 W. Edwards Deming, “Exiting the Crisis.” - Tver: Alba Publishing House, 1994

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