Methods and means of quality management at Russian enterprises.

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Introduction

1. Quality management methods

1.1 Basic methods of quality management

1.2 Classification of quality management methods

2. Practical part

2.1 Determination of product quality level

2.2 Calculation of the economic effect of using improved quality products

Conclusion

Glossary

List of sources used

Applications

INTRODUCTION

The quality management system today is one of the most significant ways to create competitive products. Of course, provided that the system is effective.

The world practice of quality management has developed methods and techniques, the effectiveness of which there is no reason to doubt.

Global experience in quality control has shown that ensuring stable product quality is possible to achieve the quality of sustainable raw materials. Consequently, there is a trend towards closer cooperation with the manufacturers' suppliers of raw materials and components. This happens in both developed and developing countries, although in a different form. It is no coincidence that the procedure for selecting a supplier is proposed by international standards as an element of quality assurance.

Product cost is a key cost competitive factor that has a direct impact on quality. Systematic analysis of these costs in order to optimize them is an integral part of quality programs for the organization. International standards for quality systems include this element. The obvious role of optimal management firms in creating a team climate exists when the principle of “quality first” ceases to be simply a slogan. management quality engineering managerial

Improved principles of product certification form the certification of quality management systems. Both of these phenomena have gone beyond the domestic market and become non-tariff barriers to trade for those exporters who, for various reasons, advocate the dictates of the times. There are many reasons for this lag, not the least of which is the low level of education of personnel, including in the field of quality and competence.

In enterprises, an essential player in the business is the quality manager, who has acquired the appropriate training. In developed countries, the quality of management disciplines is studied in universities, institutes and colleges. Of course, firms spend a lot of money on training and retraining to create layers that steadily improve skills for prestige.

1. QUALITY MANAGEMENT METHODS

1.1 Basic methods of quality management

In modern times, our companies increasingly meet strict quality requirements to promote their own products on the market.

Quality is a complex, complex and universal category, with a considerable number of functions and various aspects. Depending on the purpose of use and the quality of analysis, the essential aspects are related to: philosophical, social, technical, economic and legal.

In market conditions, no amount of investment will save a company if it does not supply the competitiveness of its products or services. The core of competitiveness is quality. And although in addition to quality, price competitiveness also includes delivery, productivity, warranty, service, as well as a sequence of other terms, which, as surveys, occupy 70% of the “weight” of entire competitiveness indicators.

To ensure the required degree of quality, it is necessary not only to have a suitable material and technical base and motivated, qualified personnel, but also to have a well-established work organization, including meticulous quality control.

There is a fact that for any company to operate successfully and continuously, it is necessary to ensure the planned volume of production, adhere to deadlines and achieve low prices for products, while ensuring the required level of quality. The difficulty in achieving these goals simultaneously is that in practice they usually contradict each other.

Usually, most often you have to make compromises to find the best solutions in volume, release time, cost and quality. At the same time, whenever you have to decide which of the real goals (volume, release date, cost or quality) is more significant, it is necessary to build a system of priorities in the enterprise.

Competitive products ensure the competitiveness of enterprises, and this, in turn, has a positive impact on overall economic development. Consequently, product quality is not just a private problem for some manufacturers. This inevitably grows into a nationwide quality of life problem.

But being competitive doesn't just mean making products of the highest quality. The level of quality may be different, as it is prepared for specific segments of the population.

It should be added that in modern times, it is widely spread in world practice that it eliminates the dependence between suppliers and clients, when the client, before ordering a product, examines how the work as a supplier is organized, and also, as a result of verification, decides on the potential of the contract - " interference in internal affairs."

In addition to ensuring competitiveness, the output of quality products is dictated by the need for its safety and the environment, which is under the control of government agencies on the basis of special laws.

Products and technologies must be harmless to the population, and not cause damage to the environment due to the fact that someone is unwilling or unable to provide the required quality.

1.2 Classification of quality management methods

Quality management methods are methods and techniques of management activities and their influence on controlled objects to achieve quality goals. In the practice of quality management, predominantly organizational, managerial, engineering, technological, economic and socio-psychological methods are used. The above methods can be systematized according to various criteria.

These methods must be applied both in the quality management area at all phases of the life cycle of managed objects, and in the improvement of all types of activities. In addition to these methods, a full range of research and development quality management methods are applied, as well as an extensive expert method. It is often used in practice when making various decisions in the field of quality.

Organizational and administrative methods of quality management

Organizational and administrative methods of quality management are implemented through inevitable directives, orders and other requirements aimed at increasing and ensuring the required degree of quality.

The group of organizational and administrative methods of quality management should include:

1. regulation

2. standardization

4. instructions

5. regulatory actions

6. procedures and rules for quality management, verification of compliance with applications and regulations for quality management and supply

7. logical consistency and clarity of information

8. conciseness, specificity, simplicity and accuracy of each statement, which excludes the potential for all possible interpretations

9. strong argument

10. expressiveness information

11. sufficiency and validity

12. small volume

13. consistency

14. quality content.

Quality policy arises as one of the most significant components of quality management. An organization's policy decisions in this area must take into account quality concerns. Management must establish written policies that must be coordinated with other company activities. Management must ensure that any team member understands the developed quality policy and consistently implements and uses it. It must be formulated so that the provisions affect everyone in the workforce. The document that represents the quality policy should be short, uncomplicated, clear and memorable, and reproduce the quality claims of any employee.

In foreign practice, quality policies are expressed in such a way that there are numerous reviews on many of the issues listed above. For example, an analysis of IBM's statement shows us that:

1) attention is paid to an arbitrary employee of the organization;

2) performance indicators are clearly defined;

3) covers all aspects of quality (including prices, delivery and performance);

4) signed by the central person of the corporation.

Engineering and technological methods of quality management

Almost all engineering and technological methods can be divided into interrelated methods of processes of subordination to quality and product quality control, as well as methods of their combined use. The passing state of science and technology authorizes the management of various qualities of engineering and technological methods, and their specific choice depends to a large extent on the properties of the controlled object. All these quality management methods should be divided into mechanical, computerized, automated and manual.

For the effective application of technical and technological methods, metrological support occupies a more significant place. For technological quality management methods, graphical methods are often used, using the control chart method. When applying the statistical analysis method, Pareto charts are often included. This gives the potential to impartially depict the true state of production in individual areas, to solve complex problems associated with quality, including identification:

Number of episodes of marriage by type;

Number of losses from marriage;

Cost of time and material, excluded defects;

The number of episodes of renunciation in provisions during their transportation;

Costs combined with redressing complaints, etc.

Of course, all this makes sense for the survival and success of firms in market relations.

Economic methods of quality management

Economic management methods are based on the influence of economic devices for motivating and stimulating active production (at least non-productive) activities. The importance of calling management in market relations agreements is focused on the acquisition of profit and, perhaps, more significant income.

The group of economic methods covers quality management:

1. Financing in the field of quality management.

2. Units of economic calculation in the quality management system;

3. Economic incentives for the production, division, and provision of goods and services to consumers that respond to their demands;

4. Business planning for the formation of new and modernized goods and services, as well as the development of appropriate requirements for their typification and quality certification;

5. Pricing for goods and services in correspondence with their degree of quality;

6. Quality organization of economic incentive funds, connecting funds to encourage and reward the quality, construction and modernization of production, equipment and technology;

7. The use of a system of rewards and incentives based on its quality in an arbitrary workplace production system and management system in total;

8. Application of economic measures in order to influence suppliers on the quality of products and services provided.

One example of the use of economic methods is financial incentives. This approach can be generalized as follows: higher wages mean higher quality products.

The materialization of this approach on a significant scale can increase the demand and purchasing potential of the population (due to higher wages), which, accordingly, increases product sales, gross income and brings maximum profit to the enterprise (as well as organizations where this method is applied). Sales volumes increase not only because of higher quality products, but also due to lower costs (that is, appropriate price reductions) and increased production volumes. All this becomes the true result of developed production relations interconnected with the implementation of this method.

Social and psychological methods of quality management

Socio-psychological methods of quality management are formed on the use of groups of factors influencing management, socio-psychological processes occurring in the workforce to achieve goals in the quality zone.

Within socio-psychological methods, the following consequences must be recorded:

1. Methods for improving self-discipline, responsibility, initiative and creative activity of an individual team member, as well as the group as a whole.

2. Units for improving quality and progress in management;

3. Configurations of ethical incentives, elevated quality of work consequences;

4. Methods for improving the psychological climate in the team, including ways to establish quality management, the manner of conflict management, the choice of software and the psychological compatibility of employees.

5. Ways to solve the psychological characteristics of a team of workers in the field of quality assurance;

6. Methods of motivation in the organization of working team members to achieve the required quality;

7. Ways to preserve and form the company’s customs to ensure the required quality;

8. Techniques for involving quality management of employees.

2. PRACTICAL PART

Product evaluation consists of two stages:

1. Deciding the quality level of the product.

2. Predetermination of the economic effect of improving the quality of goods.

2.1 Determination of product quality level

Product quality assessment is determined in two ways:

1. Using ideal products;

2. Using other products.

Impeccable products are preferred as follows: out of the 3 products listed above, the best product for any technical parameter is preferred and is defined as an “ideal product”, which, as we understand, satisfies consumer demand 100%. Later, the parameters of an arbitrary product are determined by comparison with the ideal product.

In the second method of obtaining an estimate of product parameters, 3 products are compared with each other.

Parameters characterizing the quality of goods are divided into the following groups:

Technical (variations of purpose, ergonomic, regulatory, aesthetic, etc.);

Economic (creating value for producers and consumers);

Organizational (discounts, payment terms, guarantees, etc.).

In accordance with the technical parameters, particularly significant regulatory parameters are shown, representing samples for products, norms, rules, regulating boundaries, in relation to which this parameter has no right to address. A product that does not meet these requirements cannot simply be put into operation.

In assessing the quality of food, an individual, a group, and integral quality indicators are used.

Analysis of technical parameters arises from the calculation of personal and group productivity according to quality control parameters.

The single quality indicator q i is considered as follows:

q i = p i /p 100 (1)

where p i is the size of the requested product parameter,

p 100 is the size of the parameter of a conditional Perfect product that satisfies needs 100%.

The flawless product is taken as the basis for comparison due to the lack of information about the standard.

A single indicator of a normative parameter can take on values ​​from 0 to 1. An arbitrary indicator in relation to a product, in general, has some weight a i, which is diverse for an arbitrary indicator. Once we have calculated all the individual indicators, it becomes possible to calculate the group index, which characterizes the product corresponding to the existing standards.

The quality specification group is determined by the formula:

I tп = У q i a i (2)

where q i is the unit parametric index for the i-th parameter;

a i - weight of the i -th parameter;

n is the number of parameters to consider.

The quality indicator KTP of the provided products in relation to another product of the opposing company is equal to:

Ktp = I tp1 / I tp2 (3)

where I tp1 / I tp2 are the appropriate group technical indicators of the 1st (requested product) and 2nd (other product).

The indicator of a parametric group for economic parameters comes down to simply adding the components of consumer prices in the time interval under study.

The index of economic parameters Iep is calculated using this formula:

Iep = C p1 / C p2 (4)

where C p1, C p2 are, respectively, the price of consumption of the 1st (requested product) and 2nd (competing product).

In the subsequent period, the integral quality index is calculated:

P = Ktp / Iep (5)

Based on the calculated indicator, a conclusion is drawn about the share of the product in comparison with another product.

Determining the quality of goods by correlating the parameters of the provided product with other parameters of the product occurs in a similar way. Exclusively the parameters of these products are compared with each other and, consequently, the calculation of some technical parameters will be given according to the formula:

where p 1, p 2 - the size of the product parameter of the present company and the 2nd company.

Organizational characteristics are not set as they are currently assigned - with the seller, because without data, these parameters are not applied.

2. 2 Calculation of the economic effect of using improved quality products

Determinations of the economic effect of improving the quality of a product can be made in the field of consumption and production. In the provided coursework, economic impact is defined in the sphere of consumption.

The size of the one-year economic effect (Epotr) in the area of ​​consumption from the growth of quality indicators of goods is established by the formula:

Epotr = (I1+EnK"1)g - (I2 + EnK"2) (6)

where I, I2 is the cost of a unit of labor (operating costs of the product being sold, which is the basis for comparing variations, and the product with multiplied quality indicators, rubles;

K1", K2" - substantial investments (price) of the consumer using the product established as the basis for comparison, and products with increased quality indicators, rub.

En - coefficient established according to the standards of economic performance of serious deposits;

r - coefficient taking into account the ratio of product quality indicators to find the identity of the result, calculated by the formula:

g = w * b * c * d (7)

where u is the coefficient of equivalence in terms of technical indicators of the main product and a product with improved indicators, if products are compared exclusively with multiplied quality parameters and the goods used as the basis for comparison are calculated according to the formula:

u = U a i K in (8)

where a i is the weight indicator of the i-th quality coefficient (the sum of the coefficients is equal to one);

K in " - the result of an arbitrary i-th quality indicator of a product of greater quality in relation to the product taken as a basis, is assigned according to the formula:

K in " = V in / V ib or K in = V ib / V in (9)

where B in, B i b is an indicator of any parameter of the (technical) quality of the newly-made and basic goods being compared.

b n - an indicator that gives importance to the additional consumer properties of products, established through expert calculations in assessments, is calculated using the formula:

b n = U Bn / U Bb (10)

where Bb, Bn - assessment in the marks of the properties of consumers of goods with basic and improved quality parameters.

c - an indicator that gives importance to the safety of products in use, is calculated according to the formula:

in = Tn / Tb (11)

where Tb, Tn - time between failures of the main and newest product (with more significant quality parameters), h.

d - an indicator that gives importance to the service period of the product, is assigned according to the formula:

d = (1/ t b + En) / (1/ t n + En) (12)

where t b, t n - appropriate service life of the main and last product, year.

Provided that there is no information, then Tb, Tn are equal to 1.

When assessing the quality of products purchased through the provided route, we can draw the following conclusions:

Due to the fact that the product has a high quality index in comparison with product A (0.97) and product B (1.10) using the methodology for correlation with the ideal product;

So far, improving the quality of essential goods can reach the parameters of the annual economic effect in consumption of about $ 49.8 thousand rubles.

CONCLUSION

Currently, the idea of ​​product quality is formed on the principle of better fulfilling the needs and whims of the consumer, and this approach must be laid as the basis for the design of any product. The main essence of quality management is the core judgment in business, showing the quality of work aimed at high customer satisfaction. And this quality should be managed. Directly, the essence of this hard work lies in creating a system that is able to effectively check quality, and create the conditions under which this quality will be at the top of the production process. What does quality management bring to Russia? In recent years, in literally all areas of the product and service market in our state, the “seller’s market” has ceased to exist and a “buyer’s market” has appeared. The list of goods and services that are in short supply, which the buyer is willing to purchase for their functionality, giving importance when making a purchase decision to the quality of the product secondarily, is steadily decreasing. This is directly related to the decrease in the number of monopolies, the reduction in delivery periods for the latest products of foreign companies on the Russian market, and the emergence of rivalry between domestic producers of goods and services. The market is not "empty". Trade, food industry and repair service enterprises have long established themselves here. The buyer, in turn, experiences the advantage of high-quality products and services and increasingly follows the principle of “less is more.” Quality becomes a tangible competitive advantage. But, when considering the situation from a different angle, we will notice that the increase in foreign trade turnover is forcing an increasing number of domestic firms to purchase an ISO 9000 quality certificate. The essential basis for this is that the presence of the provided certificate is often shown to be an inevitable condition for participation in international tenders of an enterprise, obtaining insurance and preferential loans, acquiring a national certificate of suitability for goods, reducing costs for insurance agreements. However, the introduction of quality management procedures in an enterprise not only provides these benefits. The essential thing here is that the concept of total quality management is analyzed as the most important point to ensure success in competition. Therefore, quality assurance - absolute guidance on all stages of any enterprise, from concept to production.

The main issue in the materialization of quality control procedures is usually personnel. The introduction of stages to improve quality requests often modifies the corporate culture. To begin with, the culture of management personnel and qualified middle managers. Efficiency and perfect quality control depend directly on this group of managers, realizing the understanding that improving quality leads, ultimately, to reducing the costs of the enterprise.

GLOSSARY

LIST OF SOURCES USED

1 Basovsky L.E., Protasyev Quality management: Textbook. - M.: INFRA-M, 2002. - 212 p.

2 Kremnev G.R. Productivity and quality management: 17 - modular program for managers “Managing Organizational Development”. Module 5. - M.: INFRA - M, 2000. - 256 p.

3 Krylova G.D. Fundamentals of standardization of certification and metrology. Tutorial. - M.: Unity, 2000. - 711 p.

4 Mazur I.I. Shapiro V.D. Quality control. - M.: Higher School, 2003. - 334 p.

5 Mishin V.M. Quality control. - M: UNITY-DANA, 2005. - 463 p.

6 Nikiforov A.D. Quality management: Textbook for universities. - M.: Bustard, 2004.

7 Ogvozdin V.Yu. Quality management: fundamentals of theory and practice: Textbook. - M.: Business and Service, 2002. - 160 p.

8 Okrepilov V.V. Quality management: Textbook. - M.:INFRA-M, 2002.

9 Shvandar V.A., Panov V.P., Kupryakov E.M. Standardization and quality management. - M.: Unity, 2000. - 487 p.

10 Quality management: Textbook for universities / Ed. S.D. Ilyenkova. - M.: UNITY, 2001. - 199 p.

11 Quality management: Textbook / Ed. N.I. Novitsky. - M.: UNITY, 2001. - 199 p.

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Rice. 1.

Rice. 2.

Quality management methods are ways and techniques by which management subjects (bodies) influence the organization and elements of the production process to achieve set goals in the field of quality. Along with individual methods, complex methods representing their combinations are highlighted, as well as theoretical foundations, concepts and systems. Unlike integrated methods, concepts and systems involve not only the application of a certain set of methods, but also reforming the approach to managing an organization.

It is useful to classify individual methods according to the object of influence: information, social systems, equipment. The latter are associated with the characteristics of a specific production process, including methods of measurement, adjustment, etc. Management of social systems, as a rule, is divided into economic, organizational, administrative and socio-psychological methods.

Economic management methods imply the creation of economic conditions that encourage employees and teams of enterprises and departments to systematically improve and ensure the required level of quality. The development of market relations requires wider use of economic methods of quality management. Such methods may include:

• · financing activities in the field of quality management;
• · economic accounting in departments of the quality management system;
• · economic stimulation of production;
• · pricing of products and services taking into account their level of quality;
• · application of a system of remuneration and material incentives;
• · use of economic measures to influence suppliers;
• · business planning for the creation of new and modernized types of products and services.

Organizational and administrative methods are carried out through mandatory directives, orders, management instructions and other regulations aimed at increasing and ensuring the required level of quality:

• · regulation (functional, official, structural);
• · standardization;
• · rationing;
• · instructions (explanations, clarifications);
• · administrative influence (based on orders, instructions, instructions, resolutions, etc.).

Socio-psychological methods influence the socio-psychological processes occurring in work teams to achieve quality goals. In the field of quality management, these may include:

• · moral stimulation of high quality work results;
• · techniques for improving the psychological climate in the team (elimination of conflicts, selection and ensuring psychological compatibility of employees);
• · taking into account the psychological characteristics of members of work collectives;
• · formation of motives for the work of personnel aimed at achieving the required quality;
• · preservation and development of the enterprise’s traditions to ensure the required quality;
• · ways to increase self-discipline, responsibility, initiative and creative activity of each team member.

The goal of modern quality management is not only to increase customer satisfaction (primarily through quality products), but also to achieve this in the most economical ways. Depending on the characteristics of the organization, various methods can be used to increase its efficiency: “Total Productive Maintenance of Equipment” (TPM), “Streamlining” (5S), a quality economics system, process reengineering, etc.

Statistical methods of quality management (Fig. 3) usually include not only methods associated with the processing and analysis of large amounts of quantitative data, but also individual tools for working with non-numerical information. For example, in the Seven Essential Quality Control Tools group, the histogram, stratification, Pareto, scatter, and control charts are designed to analyze quantitative information. A cause-and-effect diagram organizes logical data; with the help of a checklist, information of any kind is summarized in numerical form. Sometimes, instead of stratification, this group of methods includes a flowchart - a graphical representation of the sequence of process steps.

“Seven New Quality Management Tools” primarily work with logical and associative connections, systematization of factors and areas of problem solving. These are Affinity and Relationship Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams and Program Process Diagram (PDPC). Matrix data analysis (priority matrix) - mathematical analysis of a large amount of numerical data in the form of matrices to identify priority data - the only one of the seven methods that gives a quantitative result.

The international standard ISO 9004-4:1993 “Guidelines for Quality Improvement” contained recommendations for the use of most of the listed tools - the simplest ones that do not require knowledge of mathematical statistics and are accessible to workers at any level. In the modern version of the family of international standards ISO 9000 series (MS ISO 9000), a standard has appeared entirely dedicated to statistical methods: ISO/TR 10017:2003 “Guide to statistical methods as applied to ISO 9001:2000”. It offers a modern classification of statistical methods (families of methods) for quality management. These are descriptive statistics, design of experiments, hypothesis testing, measurement analysis, process capability analysis, regression analysis. Reliability analysis, sampling control, modeling, statistical process control cards (SPC cards), statistical assignment of tolerances, time series analysis. The methods listed include most of the “traditional” (the simplest and most well-known) tools.

Statistical methods of quality management.

Rice. 3.

ISO/TR 10017:2003 presents in tabular form the quantitative data needs associated with the implementation of ISO 9001, provides corresponding statistical methods, and gives a brief description of them to assess the applicability and benefits of use. The standard clarifies that the practical application of methods requires a more detailed study of their descriptions in other sources. Thus, in the ISO 9000 MS family there has been a reorientation from simple data processing tools to statistical methods, the use of which requires mathematical training. In 2005, the Russian version of ISO/TR 10017:2003 was recognized by Russia as a national standard. International and national standards also regulate approaches to the use of a number of statistical methods: sampling control, statistical process control charts, analysis of the nature and consequences of failures, etc.

From a methodological point of view, it seems useful to analyze the possibility of using quality management methods by various subjects of quality management, as well as at various stages of the product life cycle. Classification by subject involves identifying groups of methods related to different levels of management in the organization.

Since quality management can be comprehensive in nature, involving in improvement activities not only the organization itself, but also its consumers, partners, control (supervisory) organizations and other interested parties, it is advisable to classify quality management methods into the organization’s own methods and methods used by external entities (Table 1).

Table 1. Classification of quality management methods by management subjects

The methods used by the top management of the organization include theoretical foundations; concepts and systems; complex methods - reengineering, self-assessment, benchmarking; individual methods focused on managing social systems (enterprise, departments) and information. Middle managers can use almost all methods. For ordinary employees, separate methods of working with equipment and information, quality circles, TPM, KAIZEN, 5S are intended.

External subjects - consumers, as a rule, use methods of influencing the enterprise or its individual divisions. An individual consumer can use expert methods to assess the quality of purchased products or services received.

Methods used by partners include benchmarking, self-assessment, individual methods, concepts and systems, and theoretical foundations. Competitors apply quality management methods in order to obtain information about the market for relevant products or services, about the level of their quality, to determine areas for improvement (benchmarking), increase competitiveness, as well as to carry out a joint policy with competitors to promote the goods (services) they produce on the market. .

Control and supervisory organizations, as a rule, use separate methods. The methods used by consulting organizations cover the entire spectrum because they have the most complete information and the most trained personnel in the field of quality management. It is these organizations that usually put into practice new, advanced methods, conduct training at enterprises, give recommendations, develop mechanisms and documentation for the implementation of modern approaches to quality management.

The theory of quality management continues to actively develop, incl. within the framework of international standardization. Many quality management methods are gradually enriched by the experience of successful practical implementations. Among the main trends in the development of modern management are Lean Production, process reengineering, and the development of information technology. The system of quality economics, the theory of learning organizations and “knowledge management”, the humanization of production, the creation of a flexible organizational structure based on the project approach and increasing the importance of horizontal connections, etc. These are the directions in which the means and methods of quality management will develop in the near future.

2. Statistical methods of quality management

List of used literature

In the second half of the 20th century, the world entered a period of revaluation of values, when quantitative indicators in many areas of life gave way to qualitative ones. Particularly noticeable is the shift in emphasis from the quantity of products produced to their quality. This is largely due to both the lack (depletion) of natural resources and the threat of environmental disaster due to environmental pollution from industrial waste, as well as the use of more advanced technologies and more efficient production management systems, which make it possible to produce products of consistently high quality. All over the world, product quality has become the main lever for the economic development of individual organizations and states as a whole. In many countries, achieving high quality products that meet consumer requirements has become a core element of economic strategy and an important factor in market and financial success.

As economic reforms progress in Russia, more and more attention is paid to quality. Currently, one of the serious problems for Russian enterprises is the creation of a quality system that allows them to ensure the production of competitive products. The modern market economy makes fundamentally different demands on the quality of products. Currently, the survival of any company and its stable position in the market for goods and services are determined by the level of competitiveness. In turn, competitiveness is associated with two indicators – the price level and the level of product quality. Moreover, the second factor is gradually coming to first place. The competitive struggle of enterprises today is increasingly turning into rivalry between their quality systems. Often, preference is given to the supplier who has a certified quality system, and for successful activities in the foreign market, the presence of such a certificate is an indispensable condition. The concept of Russia’s national policy in the field of product and service quality rightly emphasizes that The main task of the domestic economy in the 21st century is to increase competitiveness through increased quality. The presence of a competitive environment in a market economy requires that great attention be paid to quality problems. In recent years, the management of many enterprises has been faced with the need to manage quality as a means of achieving competitiveness and gaining consumer trust in products. The quality system is important when negotiating with foreign customers, who consider it a prerequisite that the manufacturer has a quality system and a certificate for this system issued by an authoritative certification body. The quality system must take into account the characteristics of the enterprise, ensure minimization of costs for product development and its implementation. The consumer wants to have confidence that the quality of the supplied products will be stable and sustainable.

Quality is the authority of a company, an increase in profits, an increase in prosperity, therefore work on managing the quality of a company is the most important activity for all personnel, from the manager to a specific performer. Quality can be represented as a pyramid (Fig. 1).

Figure 1 - Quality Pyramid

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

Product quality is the most important indicator of enterprise activity. Improving product quality largely determines the survival of an enterprise in market conditions, the pace of scientific and technological progress, increased production efficiency, and savings of all types of resources used in the enterprise. Increasing product quality is a characteristic trend in the work of the world's leading companies. At the same time, quality cannot be considered in isolation from the positions of the manufacturer and the consumer. Without ensuring technical, operational and other quality parameters determined by technical conditions (TU), product certification cannot be carried out, i.e. its assessment for compliance with the requirements.

The economic content of the concept of “product quality” is based on the fact that product quality is formed in the process of its manufacture. Therefore how economic category Product quality is considered as a material result of people's production activities. Any things are created to satisfy certain needs of a person and society as a whole. This purpose of things fully applies to their quality. Considering this social significance of product quality, it can be characterized as socio-economic category. The degree to which personal and social needs are satisfied by a particular thing is determined by its properties. And the quality of a thing is determined by the totality of its properties. Various physical properties important for assessing quality are concentrated in use value. Important properties for quality assessment are: technical level, materializing scientific and technical achievements in products; aesthetic level, characterized by a complex of properties associated with aesthetic sensations and views; operational level related to the technical side of product use (product care, repair, etc.); technical quality– harmonious coordination of the expected and actual consumer properties in the operation of the product (functional accuracy, reliability, service life).

Summarizing the considered aspects of product quality, we give it the following definition: “ Product quality“is a set of properties of a product that determine its suitability to satisfy certain needs in accordance with its purpose.”

The predominant part of modern world production is represented by the production of goods, so the manufacture of a particular product embodies both use value and the value of the product. Consequently, quality is a complex concept that reflects the effectiveness of all aspects of a company’s activities. Increasing competition requires managers at all levels to purposefully solve the problem of improving the quality of products and the processes of their design, production and sales. To achieve these goals, the ideology and provisions of the international standards of the ISO 9000 series are widely used. The main arguments in favor of this approach are that these standards are market-oriented; accumulate positive experience in organizing management (management) in industry of leading industrial powers; universal for use by enterprises in various industries and for various types of activities; are recognized by almost all developed countries as the basis for organizing mutually beneficial trade and economic relations between enterprises.

The introduction of ISO 9000 series standards, in turn, creates the basis for independent certification of products, aimed at confirming the appropriate level of product quality, which determines its competitive capabilities. To effectively carry out such activities, you need to know how to evaluate the consumer properties of products, what conditions and processes influence it and to what extent, how to organize people and manage the work to create such conditions.

The main idea of ​​the quality assurance methodology is based on the fact that the concept of “quality improvement” should be used in relation to any field of activity, since product quality is a consequence of the high-quality performance of all types of work. Quality is not an abstract category, but a concrete measure of the usefulness, expediency and effectiveness of any work, tangible by every person. Improving quality necessarily leads to a reduction in costs (losses) at all stages of the product life cycle (marketing - development - production - consumption - disposal), and therefore to a reduction in costs, prices and an increase in people's living standards. For example, the Japanese specialist K. Ishikawa also argued that it is immoral to talk about increasing prices while improving product quality, since increasing quality is associated with stabilizing production, reducing defectiveness, reducing costs, and, consequently, reducing costs and prices. K. Ishikawa also argued that price increases can only be discussed when the consumer receives products of a fundamentally new technical level. But even in this case, it is immediately necessary to plan a subsequent reduction in cost by debugging, stabilizing and fine-tuning the production process and streamlining activities in the “supplier - manufacturer - consumer” chain. This is the key to the economic success of the company, the development of industry and the wealth of the country.

Quality management methodology

Product quality is the most important indicator of enterprise activity. Improving product quality largely determines the survival of an enterprise in market conditions, the pace of scientific and technological progress, increased production efficiency, and savings of all types of resources used in the enterprise. Increasing product quality is a characteristic trend in the work of the world's leading companies.

Various physical properties important for assessing quality are concentrated in use value. Important properties for quality assessment are:

technical level, materializing scientific and technical achievements in products;

aesthetic level, characterized by a complex of properties associated with aesthetic sensations and views;

operational level related to the technical side of product use (product care, repair, etc.);

technical quality– harmonious coordination of the expected and actual consumer properties in the operation of the product (functional accuracy, reliability, service life).

main idea quality assurance methodologies is based on the fact that the concept of “quality improvement” should be used in relation to any field of activity, since product quality is a consequence of the high-quality performance of all types of work.

Quality is not an abstract category, but a concrete measure of the usefulness, expediency and effectiveness of any work, tangible by every person. Improving quality necessarily leads to a reduction in costs (losses) at all stages of the product life cycle (marketing - development - production - consumption - disposal), and therefore to a reduction in costs, prices and an increase in people's living standards.

Development and implementation of a quality management system- one of the most important areas of enterprise activity. Today, quality is becoming a political, economic and moral category. Quality – this is health, money, level of mental comfort and dignity of the nation and state.

Basic concepts in the field of quality management.

There are also quite a large number of specific economic interpretations of the concept of quality. In particular, the American professor H.D. Harrington writes that quality is meeting the consumer's expectations at a price that he can afford when he needs it, and high quality is exceeding the consumer's expectations at a lower price than he expects .

The concept of product quality is very important in practical activities, therefore it is regulated by GOST 15467-79 “Product Quality Management. Basic concepts. Terms and Definitions". According to this regulatory document under quality is understood a set of properties of a product that determine its suitability to satisfy certain needs in accordance with its purpose.

According to international standard ISO 9000:2000 quality – it is a set of properties and characteristics of a product that give it the ability to satisfy stated or anticipated needs.

Property is called the objective ability of a product, which can manifest itself during its creation, operation and consumption.

Defect– this is a separate non-compliance of the product with the requirements established by the regulatory and technical documentation.

Marriage– this is a defective unit of production, i.e. a product that has at least one defect.

Approaches to quantitative assessment of product quality are determined by special science - qualimetry, the science of ways to measure and quantify the quality of products and services.

Depending on the nature of the defects, a marriage can be correctable or irreparable (final). In the first case, after correction, the products can be used for their intended purpose, in the second case, the correction is technically impossible or economically impractical. The causes and culprits of marriage are established and measures to prevent it are outlined.

Below the quality level of a product is understood as a relative assessment of quality, based on a comparison of the totality of characteristics of the product in question with the basic ones, i.e. products of competitors, promising samples, standards, advanced standards, etc.

Quality costs.

Components of quality costs:

Quality costs are generally divided into the following categories:

− costs of preventing the possibility of defects;

− costs for and control, i.e. costs of determining and confirming the achieved level of quality;

− internal defect costs – costs incurred within the organization when the agreed quality level is not achieved, i.e. before the product was sold (internal losses);

− external defect costs – costs incurred outside the organization when the agreed quality level is not achieved, i.e. after the product is sold (external losses).

There are the following methods for calculating the costs of quality assurance:

1. Quality costing method concerns the determination of quality costs, which are broadly divided into costs for internal business activities and costs associated with external activities. The components of the costs of internal business activities are analyzed based on the AML (prevention, assessment, defects) costing model. Prevention and evaluation costs are considered profitable investments, while defect costs are considered losses;

2. Process costing method, is based on the concept of the costs of conformance and non-conformance of any process, both of which can be a source of cost savings. Wherein:

a) cost of compliance - costs incurred to satisfy all stated and implied customer requests while ensuring the reliability of the existing process;

b) cost of nonconformity - costs incurred due to violation of the existing process.

3. Method for determining losses due to poor quality. This approach focuses on internal and external losses due to poor quality and the identification of tangible and intangible losses. A typical example of external intangible losses is a reduction in future sales due to customer dissatisfaction. Typical internal intangible losses are the result of decreased productivity due to rework, poor ergonomics, unused capabilities, etc. Material losses represent internal and external costs resulting from defects.

4. Full life cycle costing method (Life cycle) of products used to estimate the cost of a complete life cycle, dividing it into elementary cost components at all stages. Cost elements must be singled out for identification from many others, reliably determined and assessed in many other elements of the life cycle. Identification is carried out based on the characteristics of the allocated levels using a three-dimensional matrix.

When the level of quality fully corresponds to the needs of the consumer, when they are satisfied at the lowest cost for both the consumer and the manufacturer, this is the best option, since the amount of costs for production and operation is minimal. Thus, optimal level of quality - this is a level above or below which it is not economically feasible to produce products and (or) satisfy consumer needs. Therefore, in some cases, quality can be increased, in others it can be left unchanged, in others, it is even possible to reduce it in general or for individual indicators in order to reduce the cost of manufacturing products.

When manufacturing products with a given level of quality, a scatter of values ​​in quality indicators may be detected, i.e., a deviation from the requirements of regulatory and technical documentation. The degree of compliance of the quality indicators of manufactured products with the quality standards specified in the design documentation is called the degree of compliance technical requirements.

Manufacturing products of higher quality may also have negative aspects, since it may require more time for the technological cycle and more expensive equipment, and the requirements for the qualifications of employees and the level of their wages may also be increased. All this leads to an increase in the cost of products, but the dynamics of the resulting indicators of companies shows that with a balanced approach to the level of product quality, such costs not only pay off, but also bring significant income.

Quality loop

The objects of product quality management are all elements that form quality loop. In accordance with ISO international standards, the quality loop is understood as a closed ring-shaped product life cycle (Fig.), which includes the following main stages: marketing; design and development of technical requirements, product development; logistics; preparation of production and development of technology and production processes; production; control, testing and inspection; packaging and storage; sales and distribution of products; installation; exploitation; technical assistance and service; disposal. It must be borne in mind that in practical activities, for the purposes of planning, control, analysis, etc., these stages can be divided into components. The most important thing here is to ensure the integrity of quality management processes at all stages of the product life cycle.

With the help of a quality loop, the relationship between the product manufacturer and the consumer and with all objects that provide solutions to the problems of product quality management is carried out.

Deming cycle

Product quality management is carried out cyclically and goes through certain stages called the Deming cycle. The implementation of such a cycle is called a rotation of the Deming cycle.

The concept of the Deming cycle is not limited only to product quality management, but is also relevant to any managerial and everyday activities. The sequence of stages of the Demeng cycle is shown in Fig. and includes: planning (PLAN); implementation (DO); control (CHECK); action control (ACTION).

In the circular cycle, which we subconsciously use in everyday life, lies the essence of the implementation of the so-called general management functions discussed earlier, bearing in mind that these functions are aimed at ensuring all the conditions for the creation of high-quality products and their high-quality use.

Thus, when managing quality, in order to ensure the consistency of this process, it is necessary to combine the quality ring with the Deming cycle (circle) (Table 3.1), which will characterize the main types of actions throughout the product life cycle. Then the completeness of the main activities throughout the entire field of the resulting matrix will characterize the degree of complexity of the quality management process for individual types of products.

Planning the quality management process

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

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

− ensuring the release of products with maximum compliance of its properties with existing and future market needs;

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

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

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

− increasing the output of certified products;

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

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

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

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

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

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

General planning principles include:

− combination of centralized management with independence of departments;

− proportionality, i.e. balanced accounting of the resources and capabilities of the enterprise;

− complexity (completeness) – interconnection of all aspects of the enterprise’s activities;

− detail – degree of depth of planning;

− accuracy – the degree of tolerances and deviations of the plan parameters;

− simplicity and clarity – corresponds to the level of understanding of plan developers and users;

− continuity – integrity of the temporary planning space;

− elasticity and flexibility – the ability to use reserves and take into account alternatives;

− scientific character - taking into account in planning the latest achievements of science and technology, the requirements of future standards, market needs (both existing and future);

− efficiency – the effectiveness of planned activities in terms of the ratio (target result)/costs.

Planning methods include:

– calculation and analytical , based on the breakdown of the work performed and the grouping of the resources used by elements and relationships, the analysis of the conditions for their most effective interaction and the development of draft plans on this basis;

– experimental (experienced)– designing norms, standards and models of enterprise management subsystems based on conducting and studying measurements and experiments, as well as taking into account the experience of managers, planners and other specialists;

– reporting and statistical – development of draft plans based on reports, statistics and other factual information characterizing the real state and changes in the characteristics of management subsystems.

In planned activities to ensure the required level of quality, specific types of work are also used:

− analysis of consumer requirements;

− taking into account the requirements of promising standards and research results;

− study of patent information;

− taking into account changes in product certification requirements;

− carrying out planned calculations;

− linking of planned activities.

Planning tasks– this is the formation of a system of plans and indicators for assessing their implementation.

The following are usually identified as independent areas for planning to improve product quality at an enterprise:

− in-house product quality planning;

− planning the implementation of a quality management system at the enterprise;

− planning of staffing to improve product quality;

− planning to reduce enterprise losses from internal and external defects;

− product quality planning in agreements and contracts.

In recent years, a new approach has been formed, a new strategy in quality management, which is implemented through strategic and long-term planning. It is characterized by a number of points:

− quality assurance is understood not as a technical function implemented by any one department, but as a systematic process that permeates the entire organizational structure of the company;

− the new concept of quality must correspond to the corresponding organizational structure of the enterprise;

− quality issues are relevant not only within the production cycle, but also in the process of development, design, marketing and after-sales service;

− quality should be focused on meeting the requirements of the consumer, not the manufacturer;

− improving product quality requires the use of new production technology, from design automation to automated measurement in the quality control process;

− comprehensive improvement in quality is achieved only by the interested participation of all employees.

When drawing up quality improvement plans for each structural unit, one should proceed from the level of quality indicators approved in the enterprise plan. That's why for structural divisions of the enterprise depending on their specifics, it is necessary to establish specific tasks to improve product quality and work quality, which must be clearly linked to the subsequent assessment and stimulation of their production activities.

Plans of the main workshops must contain tasks to improve the quality of blanks, parts and assembly units in accordance with the production process of a given workshop.

For each auxiliary production workshop It is advisable to plan both indicators and activities, the implementation of which should ensure high quality products in the main production shops.

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

The required level of product quality can be jointly established (i.e. planned) by its manufacturer and consumer in the contract.

Food quality is confirmed by the presence of an appropriate certificate, a veterinary certificate issued by the veterinary service, as well as a sanitary certificate issued for each batch of goods.

When determining quality by sample The supplier provides the consumer with a product sample. After confirmation by the consumer of this sample, it becomes a standard.

If the goods are food products , then its quality acceptance usually consists of external inspection and examination.

Checking a product for quality always depends on its nature and purpose. -If the product is complex technical products , then it needs to be tested in operation.

Theory "Z" (William Ouchi)

It has a number of differences from the American and Western European schools of management:

-the emphasis is on caring for people.

-how management decisions are made: frank exchange of information and ideas with subordinates, “family-like” decisions are developed and approved.

-in the principles of employment, promotion and responsibility: Japanese companies are characterized by a system of lifelong employment, horizontal and vertical rotation of personnel every two to three years, and collective responsibility for results.

For sustainable motivation, the combination of different types of rewards for people for positive results or processes of their activities is of great importance. At least 8 methods of remuneration are used in management:

1. MONEY. The motivating role of money is especially effective when enterprises reward their employees based on work performance and specific results, rather than on time spent at work.

2. APPROVAL. Approval is an even more powerful reward than money, which of course will always mean a lot. Almost all people respond positively if they feel valued and respected.

3. ACTION. Employees who purchase shares and become part owners behave like owners. But to use this method of reward, the enterprise must use group management decision-making instead of authoritarian one and produce a competitive product.

4. REWARDING FREE TIME will help keep employees from developing time-wasting habits and allow them to spend more time on themselves and their families if they complete work ahead of schedule. This method is suitable for people with a free schedule. Otherwise, management is tempted to increase the amount of work.

5. MUTUAL UNDERSTANDING AND SHOWING INTEREST IN THE WORKER. The method of remuneration is most significant for effective professional employees. For them, internal rewards carry a lot of weight. This approach requires managers to have good informal contact with their subordinates, as well as knowledge of what worries and interests them.

6. PROMOTION THROUGH THE SERVICE LADDER AND PERSONAL GROWTH. This method of remuneration requires significant financial investment from senior management. Moving up brings power, not just material wealth. People love her even more than money.

7. PROVIDING INDEPENDENCE AND FAVORITE WORK. This method is especially good when employees strive to become professionals, but feel the pressure of control over themselves or feel that they would do other work much more professionally, with more impact and better results.

8.PRIZES. This method of reward depends on the manager’s imagination; it is most effective when presenting a prize in the presence of the company’s employees.

Currently in Russia, the basis of motivation, without a doubt, is the level of wages and the satisfaction of social needs. However, even in the current conditions, we must not forget about higher levels of motivation - about open and public recognition of the achievements of specific employees, about providing opportunities for their self-expression. Depending on the contingent of employees, the so-called participatory management method, which consists in attracting employees to actively participate in the management of the enterprise, can be used as motivation in one form or another.

An important feature of the work on motivating personnel at enterprises is the need for close interaction with trade unions and the legal service.

Given the importance of quality for the economy as a whole, in a number of countries the production of high-quality products is stimulated at the state level by awarding quality awards.

Quality Awards

In 1950, Dr. W.E. came to Japan from the USA. Deming and conducted a number of short-term seminars on quality management. Royalties from the book compiled from the lectures given at these seminars were used to establish the Deming Prizes. There are two of these awards: for an individual and for an enterprise.

In the USA, on the initiative of the former Secretary of Commerce M. Baldrige in 1987, to stimulate the production of high-quality products, a prize was named after its founder, awarded for achievements in the field of quality to three categories of enterprises: industrial, service and small business.

In 1991, the European Foundation for Quality Management (EFQM), founded by 14 of the largest companies in Europe, such as Philips, Volkswagen, Nestlé, Renault, Electrolux, Fiat, Olivetti ", "British Telecom" and others, the European Quality Award was established, awarded based on the results of assessing enterprises according to nine criteria: the role of management, personnel management, policy and strategy, resources, processes, staff satisfaction, customer satisfaction, impact on society, business results.

And finally, in 1996, an annual government quality award was established in Russia, awarded to organizations for achieving “... significant results in the field of product or service quality, ensuring their safety, as well as for the implementation of highly effective quality management methods by organizations.” . No more than 12 prizes are awarded annually.

The models of American and European (Russian) awards include two groups of criteria - ensuring results (opportunities) and the results themselves.

The establishment of the Russian Government Prize in the field of quality was a logical and long-awaited event both among specialists and among managers of enterprises and organizations that have adopted as a strategic task a radical change in approaches to quality management.

The peculiarity of the Russian award is that it is designed not only to highlight and reward leaders in this field, but also to guide those enterprises that intend to eliminate or reduce their gap behind them. The basis for this orientation is the self-assessment procedure based on the award criteria.

Basic concepts and tasks of metrology.

Types of control cards.

The following main types of control charts exist:

1. Control charts for analyzing process variability based on quantitative characteristics(measured values ​​are expressed in quantitative values):

a) control charts of arithmetic averages and ranges ( - and R-cards) consist of a control card, reflecting control over changes in the arithmetic mean, and a control card R, which serves to control changes in the dispersion of quality indicator values. Used when measuring parameters such as length, mass, diameter, time, tensile strength, roughness, profit, etc.;

b) control charts of arithmetic means and standard deviations ( - And s-cards), as well as - And R- maps are constructed from measured (quantitative) data obtained from the output of a process, and are always used in pairs. Sample standard deviation s– a more effective indicator of process variability, especially with large sample sizes, but it is more difficult to calculate and less sensitive to detecting specific causes of variability at a single point;

c) control charts of medians and ranges ( Me- And R-cards) consist of a control card Me, which monitors changes in the median value, and a control chart R. It is used in the same cases as the previous card. However, it is simpler and therefore more suitable for filling out in the workplace;

d) control charts of individual values ​​and moving ranges ( X- And M.R.-cards) are used in cases where measurements are expensive (destructive testing) or when the result of a process at any point in time is relatively uniform (for example, the result of an analysis of a chemical solution). Since the range within the subgroup, in this case, is actually equal to zero, control charts are built for individual values X and sliding swings M.R. between individual values.

2. Control charts for analyzing process variability using alternative (qualitative) characteristics. Alternative data has only two yes/no values ​​(pass/fail, pass/fail, present/absent). The control results for the measured characteristics can also be recorded in the form of “yes/no”, such as compliance of the pin diameter with the pass gauge, compliance with the planned and actual delivery time of the product, etc.

A) p- a map for the share of non-conforming units (the share of defective products) in the controlled batch of products (for samples not necessarily of equal size);

b) np- card for the number of non-conforming units in the controlled batch of products (for samples of equal size);

V) With-card for the number of non-conformities (defects) in the controlled batch of products (for samples of equal size);

G) u- a card for the number of non-conformities (defects) per product in a controlled batch of products (for samples not necessarily of equal size).

Sometimes a quality control engineer must choose between using a continuous variable control chart or an alternate attribute control chart.

Advantages of control charts based on alternative characteristics. The advantage of control charts based on alternative characteristics is the ability to quickly obtain an overview of various aspects of the quality of the analyzed product; that is, based on various quality criteria, the engineer can immediately accept or reject the product. Further, control charts based on alternative characteristics sometimes make it possible to avoid the use of expensive precision instruments and time-consuming measurement procedures. In addition, this type of control chart is more understandable to managers who do not understand the intricacies of quality control methods. Thus, with the help of such maps, it is possible to more convincingly demonstrate to management that there are problems with product quality.

Advantages of control charts for continuous variables. Control charts for continuous variables have greater sensitivity than control charts for alternative variables. Because of this, control charts for continuous variables can indicate the existence of a quality deterioration problem before actual defective items appear in the product flow, identified by the control chart based on an alternative attribute. Thus, control charts for continuous variables are main indicators deterioration in quality, which warns of these problems long before the proportion of defective products increases sharply during the production process.

3. Control charts for individual observations. In addition to samples consisting of several observations, control charts for variables can also be constructed for individual observations obtained during the production process. Sometimes this approach is necessary due to the high cost, inconvenience, or impossibility of analyzing samples consisting of a number of observations. An example would be a situation where the number of consumer complaints or product returns can be obtained only at the end of the month, however, there is a need for ongoing analysis of this data to identify deterioration in product quality. Another common example of the use of cards of this type is the verification of each unit of production by an automatic testing device. In this case, one usually seeks to detect small deviations in the quality of manufactured products (for example, a gradual deterioration in quality due to equipment wear). In this case, control charts such as CUSUM, MA, and EWMA (control charts for cumulative sums and weighted averages) are best used.

Application of control charts

Control charts for a quantitative trait

Control charts for a quantitative characteristic are used in cases where measured values ​​of process characteristics are recorded during data recording. Examples of such data could be bearing diameter, door closing force. To control processes, arithmetic mean maps (hereinafter referred to as averages) and range maps ( - And R-cards).

The construction and analysis of control charts for a quantitative characteristic includes the following steps:

1) Data collection:

− determination of the volume of subgroups;

− determination of the frequency of subgroup selection;

− determination of the number of subgroups.

2) Preparation of control card form.

3) Calculation of arithmetic means and ranges for each subgroup.

4) Selecting a scale for control charts.

5) Plotting average and range values ​​on control charts.

6) Calculation of control limits.

7) Assessment of the statistically controlled state of the process.

1. Data collection.

AND R-maps are built based on measurements of a specific characteristic of the output process. Data are collected in small subgroups of constant size (two to five consecutive measurements of a product attribute) with periodic sampling of subgroups (for example, every 15 minutes, twice per shift, etc.). A data collection plan must be developed taking into account the requirements of GOST R 51814.3–2001, which is used when recording and plotting data on a map.

2.Preparation of control card form .

Traditionally - and R-cards are built one above the other: -card above R- with a card and on the same sheet indicate the data block. Meanings and R laid on vertical axes. The numbers of subgroups are plotted along the horizontal axis. The map also contains a data block, that is, a place for each individual measurement result, as well as for the sums of measurement results, averages, ranges, date, time or other information about each subgroup.

3. Calculation of arithmetic means and ranges for each subgroup.

Characteristics plotted on the map – sample means and sample ranges R for each subgroup they show the behavior of the average for the entire process and its spread, respectively.

For each subgroup calculate:

(6.1)

(6.2)

Where X 1 , X 2 , …, Xn– individual values ​​in the subgroup; n– volume of the subgroup; X max, X min – maximum and minimum value of the process characteristic in the subgroup.

4. Selecting a scale for control charts.

The scales on the vertical axes are for values - And R respectively. It is recommended that the difference between the upper and lower edges of the scale - the card was at least twice the size of p

For the most complete presentation of methods and means of quality management, the approaches to systematization used in methodological and educational literature can be combined and supplemented (Fig. 1, 2). Quality management tools include tools, objects, a set of devices for implementing quality management: office equipment, banks of regulatory documentation, communications and metrology equipment, etc., as well as management relations - relations of subordination and coordination.

Classification of quality management tools and methods

Classification of quality management methods

Quality management methods- ways and techniques by which management subjects (bodies) influence the organization and elements of the production process to achieve set goals in the field of quality. Along with individual methods, complex methods representing their combinations are highlighted, as well as theoretical foundations, concepts and systems. Unlike integrated methods, concepts and systems involve not only the application of a certain set of methods, but also reforming the approach to managing an organization.

It is useful to classify individual methods according to the object of influence: information, social systems, equipment. The latter are associated with the characteristics of a specific production process, including methods of measurement, adjustment, etc. Management of social systems, as a rule, is divided into economic, organizational, administrative and socio-psychological methods.

Economic management methods imply the creation of economic conditions that encourage workers and teams of enterprises and departments to systematically improve and ensure the required level of quality. The development of market relations requires wider use of economic methods of quality management. Such methods may include:

· financing activities in the field of quality management;

· economic accounting in departments of the quality management system;

· economic stimulation of production;

· pricing of products and services taking into account their level of quality;

· application of a system of remuneration and material incentives;

· use of economic measures to influence suppliers;

· business planning for the creation of new and modernized types of products and services.

Organizational and administrative methods carried out through mandatory directives, orders, management instructions and other regulations aimed at increasing and ensuring the required level of quality:

· regulation (functional, official, structural);

· standardization;

· rationing;

· instructions (explanations, clarifications);

· administrative influence (based on orders, instructions, instructions, resolutions, etc.).

Social-psychological methods influence the socio-psychological processes occurring in work teams in order to achieve quality goals. In the field of quality management, these may include:

· moral stimulation of high quality work results;

· techniques for improving the psychological climate in the team (elimination of conflicts, selection and ensuring psychological compatibility of employees);

· taking into account the psychological characteristics of members of work collectives;

· formation of motives for the work of personnel aimed at achieving the required quality;

· preservation and development of the enterprise’s traditions to ensure the required quality;

· ways to increase self-discipline, responsibility, initiative and creative activity of each team member.

"Seven Basic Quality Control Tools" histogram, stratification (stratification), Pareto chart, scatter (scatter) chart and control charts are intended for the analysis of quantitative information.

1) Data Collection Sheet (LSD) is intended for recording occurring events, i.e. to collect data for subsequent analysis.

Externally, LSD is a table, filling which boils down to simply adding a vertical stroke to the corresponding cell when a particular event occurs. The first four events are marked with vertical strokes, and every fifth event is marked with a horizontal line crossing the first four strokes. Thus, each<связка>a dash indicates 5 events.

Filling out a data collection sheet is the simplest of quality tools - nothing is simpler than putting a dash in the desired cell. Calculating the results is also quite easy.

The figure shows an example of a data collection sheet in which complaints from dairy product buyers about certain types of inconsistencies on different days of the week were recorded.

Data Collection Sheet (LSD)

2) Histogram is a bar chart that graphically shows the change in a value taking into account the frequency distribution.

For example, Table 1 shows data on the growth of male students in a separately selected student group.

Based on these data, it is possible to construct a histogram reflecting the frequency of occurrence of a particular value in the sample, as well as the range of dispersion of the values ​​(in this case, the height values ​​of young men).

Table 1

Initial data for constructing a histogram.

To build a histogram, you need to define the following parameters:

1. Boundary points.

2. In our case, the boundary points will be the values ​​162 and 190 (the minimum and maximum values ​​in the sample)

3. The number of histogram classes is determined as the square root of the sample size.
In our case, the sample size is sixteen, i.e. number of classes: sqrt(16) = 4

4. Width of one class: the distance between the boundary points must be divided by the number of classes.
In our case, the width of one class is calculated as (190-162) / 4 =7

Now we need to define the boundaries of each class:

1st class: 162-168

2nd class: 169-175

3rd class: 176-182

4th grade: 183-190

After we applied<сетку>histograms onto the coordinate system, we need to note the number of events from our sample that fall into one class or another.