Main components of quality management. What is a quality management system? Applied areas of quality management

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

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This article is devoted to the creation and implementation of a quality management system (QMS) in 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 stations Maintenance cars (service station)
• 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 productivity is direct work force(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 (Lean Production)
  Toyota production system. Is one of the most successful systems quality management 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 when implementing improvements and 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 most best tools, machines and equipment, but if it 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 “ To a good person It’s a shame to do a bad job.” 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 reasons for low efficiency and Bad quality most often embedded 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; yours final goal“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 appeared on 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 senior managers accept it as one of the main priorities of the company's development, regularly proclaim its important role, and most importantly, they themselves adhere to the principles of quality in their daily work, persuading their 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 (departments) arose technical control), that is, special units arose whose main task quality control of manufactured products began. 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 in the presence of large quantity 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 long term improve all production and service systems, as well as any other activities related to 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

"It is necessary to apply modern methods guidelines designed 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. Modern approach 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 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.

In a number successful companies the following principle has been introduced: if an employee himself admits his guilt in making a mistake, he is not only not punished, but also receives a bonus 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 link career with completion of 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 - spend more money, but 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.
• Help in creation organizational maturity company (speed, accuracy, quality of fulfilling customer orders) + certificate as 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 technical task(TOR) and project plan are included in the appendices. 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 provided in the general view 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 and so on.
  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. To put it simply, some authoritative independent organization provides a guarantee that your company operates 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

Competent and effective management organization is impossible without ensuring the quality of its products. Quality Management System (QMS) is part common system management of an organization aimed at ensuring stable quality of services provided and products produced. Enterprise QMS provides for the constant formation of policies, goals in the field of quality and the solution of assigned tasks.

In accordance with the concept of an organization's quality management systems, high product quality should be achieved not through constant monitoring of each unit produced, but through the elimination of factors that may lead to errors and defects. The most common cause of marriage is unfaithfulness. To avoid incorrect actions, you need to describe them in such a way as to exclude the very possibility of incorrect execution. For this purpose, instructions are developed for performing actions and controlling them. ISO Quality Management System regulated ISO 9000 series standards, which represent a unified version of the requirements for enterprise quality management. According to requirements ISO standards organization quality management system should include the following components:

• the company's quality policy, which specifies goals and objectives, as well as ways to achieve them;
• a system of interconnected and mutually conditioning processes;
• regulatory framework, which is a set of regulatory documents in the field of quality. Regulatory documents must be developed in accordance with the system of established processes;
• mechanism for implementing the requirements listed in the documents of the regulatory framework of the quality management system;
• trained personnel of the organization with knowledge of the policy, regulatory framework, mechanism for implementing regulatory requirements, as well as the ability to apply this knowledge in practice. The organization's personnel must respect and comply with the requirements of the quality policy.

Efficient management system allows you to solve the following problems that every organization faces:

• Are your specialists not performing their duties efficiently and on time? The reason for this may be the fact that the regulations and instructions of your company are not systematic, are not compiled into a holistic enterprise regulation and do not reflect the existing life cycle management and production. Implementation of a management system will help organize and systematize all the regulatory documents of your organization and ensure that employees strictly fulfill their job responsibilities.
• Are your specialists constantly arguing with each other instead of doing their jobs? This situation is common in departments where there is no established system of interaction between employees. After implementation of a management systemISO interactions between employees will be clearly established, which will allow them to effectively perform their duties.
• Are management personnel thoughtlessly spending your company's funds? The reason for this is that management personnel pay 40-60% less attention to the analysis function than to other functions. By using management systemsISO You will focus the attention of your managers on the analysis of past, current and future events.
• Are labor, time, financial, and energy resources used inefficiently and extensively in your organization? The reason for this is that the procedure for making management decisions is too complicated. Management systemISO optimizes the decision-making process and ensures its speed and efficiency.
• Do your employees not know what they work for? Your company does not have clear goals on the basis of which the activities of departments and individual employees are based. Management systemISO will provide an opportunity to guide staff towards achieving the company’s goals and objectives.
• You don't control the flows Money in your company? The reason for this is the lack of a process budget in the company, the disconnection of the budget from the company’s regulations. By using management systemsISO You synchronize your budget with each type of operation performed by the company.
• In your absence, work in the company is suspended? The reason lies in the lack of competence of the staff. And the consequence of this situation is that you work for your staff, and not the staff for you in order to achieve business goals. Having introduced quality management system, You can be confident in the competence of our employees and their strict performance of their duties.
• Do your staff work only to get the job done quickly, rather than to gain personal satisfaction from the work they do? Is he not interested in ensuring the quality of the products produced and services provided? The problem is that your staff does not realize the importance of their activities and spends time at work solely for the sake of money. Management systemISO will motivate employees to perform high-quality tasks and interest them in achieving better performance results.

The implementation of a product quality management system allows the organization to:

• ensure stable product quality,
• create favorable image organizations,
• establish long-term cooperative relationships with suppliers,
• compete on equal terms with certified companies,
• increase productivity and reduce production costs,
• optimize information flows, eliminate duplication of functions, increase business efficiency,
• orient staff towards achieving the company's goals and objectives.

The certification body for quality management systems and personnel “ISU” provides its services in the field of development and implementation of a management system. With the help of unique simulation and game modeling techniques used by the company, you will achieve a significant increase in the company's performance by optimizing all its business processes. As a result of the implementation joint activities You will achieve:

• Increasing the company's performance by ~20-30%;
• Increasing the efficiency of its functioning by ~30%;
• Cost reduction from ~2-5% depending on the amount of current expenses;
• Reduce document flow by ~10-15%;
• Freeing up temporary resources for senior management by ~30%;
• Full transparency of the functioning and performance indicators of each division;
• Setting clear goals and target indicators for all departments;
• Drawing up interaction regulations accurate to the indicator
• Maintaining in in electronic format department budgets;
• Development modern technology management;
• Willingness of personnel to independently modify the management system in accordance with any new market requirements without the help of third-party consultants;
• 100% interaction between departments;
• The organization’s readiness to undergo a certification audit for compliance with MS ISO series;
• The company’s full readiness to undergo a verification audit carried out by any third-party authorized organization;
• Obtaining a certificate state standard on completion of advanced training courses in the amount of 72 hours in the specialty “Quality Management System Manager”.

It is worth noting that the QMS is not a universal means of solving all business problems, but only a means to increase its efficiency.

The quality management system (QMS) is part of the enterprise management system. Its goal is to ensure stable quality of services or products that the company produces. In this article we will understand what a quality management system is. in simple words, let's give step-by-step algorithm its implementation and consider the role of the financial director in this process.

To the documents confirming the stability, reliability and prospects of the company, such as reporting in accordance with IFRS or, a certificate for compliance of the QMS with the requirements of the ISO 9001 standard has been added. Proper implementation of a quality management system will allow the company to receive a number of advantages:

• improve controllability, competitiveness, quality of products and services;
• reduce costs;
• make the company customer-oriented.

QMS is...

A quality management system is a system that ensures the effective operation of the company, including in the field of product quality management. The most effective when creating a QMS are the requirements set out in the international QMS standards ISO 9000 series.

Note that an effective system can be created without focusing on ISO 9000 series standards. However, in order to certify it, that is, obtain a document indicating that the company’s processes are effective and aimed at constantly improving the quality of products or services, the QMS must meet the requirements ISO 9001-2000 standard. Therefore, we will consider its creation from the point of view of the requirements of ISO 9001.

In order to build a QMS in accordance with ISO 9001 standards, it is necessary:

• develop a document that sets out the goals and objectives of the QMS, as well as the principles for achieving them (“quality policy”);
• develop regulatory documents describing and regulating business processes ();
• think over an effective mechanism for implementing the requirements regulated by the regulatory framework;
• prepare staff.

When forming all these elements, the basic principles of quality management must be taken into account. Let's consider the implementation of the QMS in stages.

Principles of building a quality management system

When building a QMS, you must be guided by the principles formulated in the ISO 9000 QMS standard:

1. customer orientation,
2. leader leadership,
3. employee involvement,
4. process approach,
5. constant improvement,
6. fact-based decision making
7. mutually beneficial relationships with suppliers.

A model of a quality management system based on a process approach looks like this:

Stages of QMS implementation in a company

Let us consider in detail all the stages of implementing a QMS at an enterprise.

Stage 1. Management decision

The manager must decide to start the project, notify company employees, and also create the prerequisites for the rapid implementation of all other stages. At this stage, it is necessary to formulate the goals of building the system, highlight at the top level the processes that need to be controlled, and the criteria for assessing their quality. Subsequently, the goals must be recorded in a document called “Quality Policy,” which also describes the principles for achieving them.

Stage 2. Staff training

Personnel must understand the theory of quality management, ISO 9000 series standards, master the theory of the process approach, as well as the basic requirements for the implementation of a QMS. Training in using the system can be carried out either with the help of consultants or independently if the company has an employee who has experience in setting it up.

Stage 3. Formation of a QMS implementation program

The implementation of a QMS is a complex and lengthy project lasting up to one and a half to two years. Therefore, it is necessary to draw up a program that should include:

• description of implementation stages;
• a list of those responsible for each stage of the project. As a rule, they are selected from among top managers, as well as specialists who best know the specifics of their departments;
• implementation budget. It includes both the costs of certification and payment for the services of consultants if they are involved, as well as the cost of further training of personnel and the cost of distracting management from their main work to conduct the project. When setting it up, you can do it yourself, but distracting top management from their main work, as well as training your own specialists of the required level, can cost more than the services of a consulting company;
• procedure for assessing the implementation of the QMS. The criteria by which management will be able to determine whether the goals set at the beginning of the project have been achieved are indicated.

After drawing up the program, you can begin directly setting up the QMS.

Stage 4. Description and optimization of business processes

The described business processes need to be optimized, that is, eliminate all inconsistencies and duplicates with the requirements of the standard, and also develop new ones in accordance with the rules of the standard. Most often, companies do not have a “Customer Satisfaction Assessment”, which is necessary according to the standard. Therefore, it is necessary to develop a system of indicators, as well as the procedures necessary to implement and monitor this process.

Stage 5. Development of regulatory documentation

At this stage, normative documents, regulations and procedures are formed to ensure the operation of the QMS. The basis for them is usually a set of documents already existing at the enterprise, which is modified and supplemented in accordance with the requirements of the standard.

First, based on the Quality Policy, a document called the Quality Manual is prepared. It contains the main provisions regulating the activities: delimitation of areas of responsibility, requirements for the quality service, description of procedures for ensuring it, procedure for maintaining QMS document flow, description of the complaint handling procedure, etc.

The next level of documents is called “System-Wide Documented Procedures”. According to the ISO 9001 standard, six procedures should be followed:

1. document management,
2. data management (records),
3. audit management,
4. management of products that do not meet standards (the process of identifying defects and the procedure for their disposal),
5. management of measures to correct non-conformities,
6. management of measures to prevent the occurrence of inconsistencies.

Documents at the next level describe the rules for effectively planning, implementing and managing processes. Such documents include working methods, job descriptions of employees, and technological maps.

The basis of the “pyramid” of documents is data confirming that the requirements of the QMS are implemented in practice. These are reports on work done, entries in operation logs, etc., that is, a documentary basis daily work employees.

When preparing regulatory documentation, it is necessary to take into account the requirements of the ISO 9001 standard on the competence of the personnel performing the work. This means that in regulatory documents The process of employee access to regulatory documentation should be described, as well as requirements for personnel competence (level of knowledge, work experience), a program for raising the level of employees if necessary, a system of employee motivation, etc.

It should be noted that efficient use a large number of regulatory elements are required in the organization.

Stage 6. Testing and internal audit of the quality management system

After the development of all regulatory documents, trial operation begins. You can launch processes gradually, for example, first introduce control of the procurement process, then production, etc. Trial operation is accompanied by an internal audit and special procedures for checking work. At the beginning of operation, they are carried out frequently (perhaps once a week), then less often (once a month or even a quarter).

For internal audit purposes It is necessary to record quantitative quality indicators, for example, defect rate, customer satisfaction rate, return rate, etc., to which to strive. To determine the value of such indicators, similar indicators of industry leaders are usually used. The internal audit should identify inconsistencies between current work and the requirements of the standard. These deviations must be recorded. Then, based on the results of the audit, adjust the work of employees, as well as regulatory documentation, in order to avoid deviations in the future. All this work should also be documented.

Stage 7. Certification

In order to certify a QMS, it is necessary to submit an application to the certification body. Initially, a number of documents should be submitted to the certification body:

• certification application,
• all documents (“Quality Policy”, “Quality Manual”; diagram of the company’s organizational structure, documented procedures and other developed documents),
• list of the main consumers and suppliers of the enterprise.

Specialists of the certification body carry out an examination of the submitted documents within a month. The examination may include a visit of representatives of the certification body to the enterprise to check the QMS in action. Based on the results of the inspection, a protocol is drawn up, which records all the inconsistencies between the system and the requirements of the ISO 9001 standard. Usually, based on the results of the first stage of the inspection, more than a hundred inconsistencies are found, and the enterprise’s task is to eliminate them as quickly as possible and prove this to the certification body. As a rule, these operations take 1–4 months.

After this, the actual QMS certification is carried out. If all significant inconsistencies are eliminated, the company is issued a certificate, which takes about a month to complete. The certification body conducts repeated (surveillance) audits of the QMS at a certain frequency. They confirm that the company has not only implemented the system, but is also constantly improving it. The cost of such an audit is approximately one third of the cost of primary certification.

The role of the financial director in the implementation of the QMS

Majority Russian enterprises have existed for quite a long time and work according to historically established rules. In order to change these rules in accordance with the QMS, a strong administrative resource is required: the general and financial directors must not only show interest in such changes, but also manage them. Very often, financial directors act as coordinators of the system construction process and are directly involved in the description and systematization of procedures as part of this work.

Setting up a QMS sometimes pushes the financial service to prepare accounting and management reporting in accordance with international standards. After all, accounting according to IFRS and financial management in accordance with ISO are very similar in idea.

The quality management system at the enterprise must operate on the principle of continuous improvement of the quality of all organizational processes. The main thing is to monitor not only the quality of the product itself, but also the level of qualifications of the personnel, and how the adopted development strategy is implemented. Quality can be determined quantitatively: by financial indicators company and the ratio of positive and negative reviews clients.

Using ISO 9000 quality system

The QMS can be certified according to the ISO 9000 standard, which includes a whole series of standards.

The system involves an external audit by a certifying body at the enterprise. Now in our country this procedure is not mandatory, but the presence of such a certificate indicates the reliability of the company to clients, partners, and the state. Participation in international and national tenders, for example, is impossible to imagine without an ISO 9000 certificate. The certificate, which is issued in Russia, is issued according to the GOST R ISO 9000 standard. To obtain it you will need a whole set of documents: OGRN, certificates from the tax office on registration of changes in constituent documents companies, TIN, OKVED codes, extract from the Unified State Register of Legal Entities, the charter of the organization and all changes that were made to it, memorandum of association and licenses with the types of activities permitted for the company. The documents will need to indicate information about the organization (address, Bank details), and also describe the full block diagram companies, including various divisions. Also required detailed description staffing organization, indicating the education and work experience of employees. Registration of the certificate will take from three weeks to two months.

Obtaining a document valid for three years will cost 100-500 thousand rubles. depending on the system in which it is issued.

The introduction of a quality management system at an enterprise will help not only improve the company's reputation. The QMS helps to avoid errors in production; in addition, by optimizing all life processes of the enterprise, costs are reduced. If done correctly it should improve financial condition companies. Openness to external audit forces managers to take into account the opinions of ordinary employees, which leads to team unity and greater focus on a specific result.

Basic principles of the enterprise quality management system

There are several principles on which the quality system of any enterprise should be based:

The client's desire is the main thing. Focus on customer needs is fundamental. The company must not just monitor immediate demand, but anticipate the desires of consumers. The foresight of management will allow timely changes to some product parameters, which can make the company a leader in the market segment.

The leader is the main driving force of change. The head of the company must motivate employees to achieve the most positive results.

The approach to management must be systematic. This means that the manager must evaluate both external and internal factors that influence the functioning of the company.

Commitment to continuous improvement. This should become the main motive for the activities of a company that implements a QMS. Of course, the costs of research and constant auditing require material costs, but new technology, which as a result will be used in production, on the contrary, can reduce costs and give the company a new impetus to development.

Employees must be involved in the quality management process. The staff must be interested in the work. Employee motivation is one of the most important elements of the quality management system.

Relationships with partners and suppliers should be mutually beneficial. Issues related to the supply of raw materials, or, for example, logistics (which ensures timely delivery of goods to the consumer) should be allocated to a separate area, for which a specific employee will be responsible.

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

Basic principles of quality management

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

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

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

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

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

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

Why is certification carried out?

Quality management is carried out to determine the following points:

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

Obtaining the appropriate certificate is preceded by the following steps:

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

How is product quality assessed?

Methods for assessing product quality can be classified as follows:

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

The most common quality assessment methods are:

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

Total control

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

Primary requirements

Enterprises put forward the following requirements for quality management:

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

Purpose, objectives and tactics of quality management

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

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

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

The tactical provisions of quality management are as follows:

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

Main components of quality management

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

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

Popular areas of quality management

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

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

conclusions

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

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

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

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