Statistical methods of quality management.
Quality management methods.
.
Quality management methods.
Lecture No. 3
Questions to review and consolidate the educational material covered in class.
1. Purpose of training shooting.
2. Organization and conduct of training shooting.
3. Fire training assessment
4. 1 – 5 PM shooting exercises (UIS).
5. 1–10 PM shooting exercises (MVD).
6. Safety measures during shooting
Art. Lecturer at the Department of B and TSP
Lieutenant Colonel of the Internal Service S.Yu. Presnyakov
Subject Methodological basis quality management
Quality management methods- this is a method and a set of techniques for influencing the means and products of labor aimed at achieving the required quality.
Quality management methods are divided into four groups : organizational, socio-psychological; economic; organizational and technological.
Organizational methods - a set of methods that facilitate the organization of a managed subsystem that will ensure the required quality.
This group of methods includes administrative (orders, directives, resolutions, directions, instructions), disciplinary, providing motivation (establishing responsibility and forms of encouragement), stabilizing, based on organization-wide and linear-functional regulation based on norms, standards, explanations, consultations, familiarizations, warnings.
Social-psychological methods- a set of ways to influence the spiritual interests of employees, the formation of their motivations related to ensuring appropriate quality.
These methods include: nurturing and promoting devotion to the enterprise, respect for oneself as an employee of this enterprise, pride in his achievements, forms of moral stimulation.
Economic methods of quality management- methods of influence based on the use of economic incentives and the creation of material interest in achieving a given goal in the field of quality.
The group of economic methods also includes: financing activities in the field of quality management; economic stimulation of production, provision of products and services to consumers that meet their requirements; planning the creation of new and modernized types of products and services; pricing of products and services taking into account their level of quality; the formation of funds for economic incentives for quality, the application of a wage system and material incentives taking into account its quality at each workplace of the production system and the quality management system as a whole; the use of economic measures to influence suppliers based on the quality of the products they supply and the services they provide.
In 1950 ᴦ. 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 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. The Deming Award for an Individual is awarded to one or more individuals who have contributed to the spread and development of theoretical principles statistical methods of quality control.
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, based on the results evaluates enterprises according to nine criteria: the role of management, personnel management, policy and strategy, resources, processes, employee satisfaction, customer satisfaction, social impact, business results.
In 1996 ᴦ. In Russia, an annual government award in the field of quality was established, awarded to organizations for achieving “significant results in the field of quality of products or services, ensuring their safety, as well as for the introduction by organizations of highly effective quality management methods.” No more than 12 prizes are awarded annually, which are presented to the winners of the competition during World Quality Day (second Thursday of November).)
Organizational and technological methods are divided into methods for controlling the quality of the process and products and methods for regulating the quality of the process and products. The main place in organizational and technological methods is occupied by statistical methods of quality management.
Quality management methods. - concept and types. Classification and features of the category "Quality Management Methods." 2017, 2018.
Taylor's system provided an excellent mechanism for quality control for each specific product (part, assembly unit) for its time, but production is a process carried out by people. And it soon became clear that receiving defective products is... .
Rice. 3.2. Unity of management and quality management Fig. 3.2. Concepts related to quality management in accordance with new version ISO MS 9000: 2000 series In accordance with ISO MS 9000: 2000 series: 1. Quality planning is part of management... .
Classification of quality management tools and methods Integrity of relational data Logical restrictions that are imposed on data are called integrity restrictions. They are formed in accordance with the properties of the software in the form of predicates... .
Analysis of the results of observations of product quality. Results of special statistical observations production and consumer quality of products are processed using correlation analysis methods. Statistical and mathematical processing... .
Statistical methods of quality management (SQM), which began with Shewhart, are usually divided into 3 categories according to the degree of complexity of their implementation: 1/ Elementary SQM, which include 7 simple methods: check sheet; cause-and-effect diagram;... [read more] .
Economic methods of quality management Economic methods of quality management (EMQM) determine methods of influence based on the use of economic incentives and the creation of material interest in achieving a given goal in the field... .
Test questions for the test 1. Functional-cost analysis of quality costs. Principles. Goals. 2. Stages of functional cost analysis. 3. Quality costing method. 4. Method of calculating costs associated with processes. 5.Method for determining losses... .
Methods and means of quality management are the ways in which management bodies influence the business process, ensuring the achievement and maintenance of the required level of quality. In our opinion, quality management methods are ways and techniques for implementing management activities and influence on managed objects to achieve quality goals.
Quality controls may include:
- metrological tools;
- means of communication and information processing; regulatory documentation.
The analysis of existing quality management methods allowed us to group them as follows:
- socio-psychological;
- economic;
- organizational and technological;
- administrative and control;
- regulatory
Social-psychological methods characterize the ways psychological impact on personnel to improve quality (motivation, continuous training). They refer to ways of influencing the internal environment of an enterprise.
Economic methods include economic measures applied both to individual employees and to the enterprise as a whole to improve quality (fines for defects, bonuses and allowances for good results, quality insurance).
Organizational and technological methods are technologies for quality analysis.
Administrative control methods are methods of quality regulation based on the use of various procedures for identifying the conformity of the object under study. established requirements(control, audit, certification).
Regulatory methods are various ways and forms of regulatory regulation (standardization, identification) and legal influence to ensure quality (current international and national legislation).
Most often in the practice of quality management, economic, organizational and administrative (administrative) and socio-psychological methods are used.
Economic methods are implemented by creating economic conditions, encouraging employees and teams of departments and organizations to systematically improve and ensure the required level of quality.
The economic group includes the following methods:
- financing activities in the field of quality management (lending for the development of innovations, new and modernized types of products; loans, cost determination, calculation, comparison of costs and results);
- business planning for the creation of new and modernized types of products and services;
- pricing of products and services taking into account their level of quality;
- the formation of funds for economic incentives for quality, including funds for incentives and bonuses for quality;
- application of a system of remuneration and material incentives, taking into account the achieved quality at each workplace of the production system and the management system as a whole;
- the use of economic measures to influence suppliers depending on the quality of the products they supply.
The implementation of this method can increase the demand and purchasing power of the population, which, accordingly, increases the volume of product sales and the profits of enterprises. Sales volumes will increase not only due to improved product quality, but also due to reduced costs and increased production volumes, which will also be a very real consequence of the industrial relations associated with the implementation of this method.
As product quality improves, consumer gains initially increase rapidly and then begin to decline steadily. Conversely, a slow increase in the costs of producing and operating a product with higher quality indicators begins to increase progressively. The optimal level of quality should be considered to be the one at which the difference between the consumer's gain and production costs is greatest.
In relation to consumer goods, it is necessary to take into account such indicators as compliance with fashion, satisfaction of aesthetic requirements, etc., which can in some cases make these products more expensive. At the same time, one cannot assume that the quality of such products is completely unrelated to economic efficiency. By increasing the level of individual quality indicators, it is possible to reduce the number of consumed products, prevent the formation of excess stocks in enterprises and in trading network, reduce the need for working capital, ensure savings in social labor, increase serial production, mass production. Improving product quality has an impact on material consumption (saving raw materials, materials, fuel, energy); capital intensity (savings on fixed and working capital); durability and reliability of the product itself (increased overall service life, increased turnaround time).
Classification of quality costs is one of the main tasks, from the right decision which determines their composition and requirements for the organization of accounting, analysis and evaluation. The main requirement for classification is the most complete coverage of all costs associated with and affecting product quality, as well as full characteristics, reflecting the complexity and multifactorial nature of the quality formation process. Therefore, the classification should cover all stages of creation and consumption of products and should include the maximum possible number of characteristics (Table 8.3.1).
Of interest is the classification of costs for ensuring product quality, proposed by A. Feigenbaum (Fig. 8.3.1). The Japanese model is fundamentally different from the schemes discussed above, since it is based on a concept that is not focused on products, but on ensuring quality and evaluating its results.
Rice. 8.3.1.
Table 8.3.1.Generalized classification of quality costs
|
Sign of qualification |
Cost classification group |
|
By purpose |
To improve quality. To ensure quality. For quality management |
|
By economic nature costs |
One-time |
|
By type of cost |
Productive, unproductive |
|
By method of determination |
Direct, indirect |
|
If possible, accounting |
Amenable to direct accounting. Not directly accountable. Those that are not economically feasible to take into account |
|
By stages life cycle products |
On quality during product development. On the quality of the product. For quality when using the product |
|
In relation to the production process |
On quality in the main production. On quality in auxiliary production. For quality in production maintenance |
|
If possible, assessments |
Planned and actual |
|
By the nature of structuring |
By enterprise. By production (workshop, site). By product type |
|
By volume of formation and accounting |
Products. Processes. |
|
By type of accounting |
Operational, analytical, accounting, target |
Therefore, quality assurance cost calculations represent the determination of the cost of work, the purpose of which is to reduce overall costs by increasing the cost of measures to prevent nonconformities and defects. As a result, quality assessment costs and costs due to defects should be reduced. Economic efficiency is assessed by comparing costs with costs, and not costs with income.
The concept proposed by Japanese experts is more reasonable (Fig. 8.3.2). The approach she envisages, which can be called “managerial”, allows us to resolve the impasse that has developed in economic research on the problem of quality costs, as it provides answers to fundamentally important questions: how does the cost of production differ from the costs of quality; what share of the cost is spent on quality, etc.
Rice. 8.3.2.
for quality assurance
It is also very important that Japanese model is consistent with the content of ISO 9000 standards, which regulate the requirements for activities within the quality system. Therefore, the “managerial” direction of determining the costs of quality assurance should be developed in the future.
The structure of income and costs of the product manufacturer and the place of quality costs in them are presented in Fig. 8.3.3.
When analyzing the costs of quality, it should be taken into account that the total cost of quality includes the costs of compliance and the costs of nonconformity, the classification of which is shown in Fig. 8.3.4.
The costs of preventive actions are the costs of the manufacturer for any actions to prevent the occurrence of nonconformities and defects, including the costs of developing, implementing and maintaining a quality system that reduces the risk of the consumer receiving a product or service that does not meet his expectations.
Inspection costs are the costs incurred by the manufacturer to detect nonconformities and defects that occur in production.
Trading costs
General and administrative costs
- 0 0 T
Non-essential work
Non-core materials
Main work
Fixed and variable expenses
Compliance costs
|
Inspection |
||
Rice. 8.3.3. Income and cost structure
Warning
(preventive
actions) "T
Quality costs
Correcting internal defects
Correction of external defects
Costs of non-compliance
Rice. 8.3.4.Main components of quality costs
process of design and production or provision of services, with the aim of eliminating them until the product reaches the consumer or the services provided to him are completed. It is obvious that errors in the production of products or provision of services occur with every manufacturer. In order to minimize the number of errors that represent non-compliance with consumer requirements (defects), the manufacturer is forced to organize a system for their detection, spending part of its “money” on input, current and output control of products, including also the costs of purchasing and maintaining the necessary control, measuring and testing equipment. equipment. These costs are inevitable when operating any manufacturer (and even more so under TQM conditions).
The costs of internal defects are the manufacturer’s costs for eliminating defects (both internal and external) identified during the production or service process, taking into account the costs of producing high-quality products to replace the rejected ones. These include, for example, the costs of producing an identified defect and its subsequent processing, finalizing the design or design, etc. Therefore, these costs of the manufacturer are his personal costs, i.e., costs that he will not be able to return in the future at the expense of the consumer .
External defect costs are additional costs incurred by the manufacturer to correct inconsistencies in the product delivered to the consumer or the services provided to him compared to what he promised (guaranteed). Such costs, for example, include: costs for warranty repairs; costs of investigating the causes of failures; costs of replacing products that fail during the warranty period; loss in price due to low-quality products, found outside the enterprise, etc.
This defect is identified by the consumer himself, and therefore, in addition to the level of costs for the manufacturer, it includes not only the free replacement of a low-quality product and service with high-quality equivalents, followed by additional control in order to identify the causes of non-compliance, but also penalties. The manufacturer, in the eyes of the consumer, bears disproportionate moral costs, which, in accordance with the “iceberg effect,” can bring him unpredictable losses, up to his collapse. Therefore, the presence of costs for external defects and their high level compared to competitors are especially dangerous for the manufacturer.
Constant attention must be paid not only to the costs of inspection, but primarily to the costs of non-compliance. It is the correction of the defect that accounts for the lion's share of all costs.
There are useful comparisons for the relationship between total quality costs and their main elements. In many organizations, as noted earlier, inspection costs have long been budgeted and discussed. However, an analysis of typical quality costs shows that the costs associated with defects are several times higher than the costs of inspection. This surprises most managers and leads to a revision of priorities.
Similarly, management often discovers that preventative spending accounts for a significantly smaller share of the total costs. Their instinctive reaction is to look more closely at opportunities to strengthen preventative measures. The ratio between the costs associated with internal defects and the costs associated with external defects is also very important. The former mainly point to the need for programs to improve planning and production, while the latter mainly point to the need to improve product design and maintenance.
The relative shares of cost elements vary widely: from organizations of various profiles to homogeneous organizations. However, for many cases the relations given in table are valid. 8.3.2. From the table 8.3.2 it can be seen that approximately 50...80% of the total cost of quality is the cost of production and subsequent correction of defects. Therefore, instead of looking for the “optimal defect level” that corresponds to the minimum level of cost, the manufacturer should focus on eliminating defects completely. Defectiveness is the only enemy of the manufacturer, due to which he incurs costs in production, and an enemy that can be easily detected and destroyed. This is why the Japanese set a goal of “zero defects” to ensure maximum profit. This, of course, does not mean that in any system
Table 8.3.2.Relative shares of quality cost elements
situations and at any time their compliance costs are close to zero. For example, when work begins on new products, the level of defects is, of course, higher than in the production of mastered products. This takes into account cost effectiveness, which includes all factors: costs (total, not just quality costs), revenues and market share. Taking into account cost effectiveness and consumer opinion, the manufacturer may temporarily increase defectiveness. But "zero defects" should always be his ultimate goal. It is better to spend time improving the process than searching for the optimal point, which, as the process improves, as noted above, moves to the right and at the same time faster than it can be accurately determined.
In order to avoid unnecessary costs, the manufacturer must do, as the Japanese say, “the right things, right, at the right time, in the right place, the first time.” Doing the right things (valuable to the consumer) correctly (well) is the goal of quality professed by TOM (Fig. 8.3.5), and in achieving this goal the manufacturer is helped by an objective and qualified line-item assessment of quality costs.
The practical use of quality cost estimates allows you to:
- 1. Ensure controllability of both quality as a whole and its individual elements.
- 2. Harmonize the concepts of “quality” and “organizational goals”.
- 3. Provide a system for prioritizing and evaluating changes.
- 4. Determine ways to optimally distribute manageable quality costs to obtain maximum profits.
Quality of execution (efficiency in delivering value)
Doing the wrong thing right
Doing the right things right
Do the wrong things Do the right things
things are wrong things are wrong
Quality of the goal (effectiveness in delivering value)
Less valuable
Rice. 8.3.5. Basic economics of quality
- 5. Improve usage efficiency various kinds resources.
- 6. Constantly emphasize the importance of accurate execution of all production tasks.
- 7. Help introduce new production processes.
Organizational and administrative methods of quality management are carried out through mandatory directives, orders and other regulations (institutional requirements) aimed at increasing and ensuring the required level of quality.
The administrative group includes methods:
- regulation (organizational, functional, official, structural);
- standardization (based on standards of various levels and statuses);
- standardization (based on time, number, correlation standards);
- instructions (introduction, explanation, advice, warning);
- orders and instructions for quality management; ensuring compliance with the requirements of MS, GOST and TU; control over compliance with the requirements of scientific and technical documentation, non-technical documentation and decisions on management and quality assurance; administrative influences (based on orders, instructions, instructions, resolutions, control of execution, etc.). Among them, we note the development and implementation of a quality policy (mission, vision, credo), approved by the first heads of organizations, ensuring the implementation of targeted quality programs.
The quality policy is one of the most important components of quality management. This document should be the primary document when using administrative methods of quality management. This is due to the need to take responsibility senior management managers for implementing a quality policy, which in principle becomes initial during implementation system management quality.
The use of organizational and administrative methods of quality management determines the creation of a set of documents of various statuses. At the same time, each document should be subject to extremely stringent requirements for the quality of their content, otherwise these quality management methods cannot be fully implemented in management practice. In this regard, the following requirements are imposed on quality management documents:
- logical consistency and clarity of information presentation;
- brevity, specificity, simplicity and accuracy of wording, eliminating the possibility of ambiguous interpretation;
- persuasiveness of argumentation;
- information expressiveness;
- sufficiency and validity;
- small volume;
- low variability;
- quality content.
Socio-psychological methods are based on the use of a group of factors that influence the management of socio-psychological processes occurring in work teams to achieve quality goals.
Social-psychological methods include the following:
- ways to increase self-discipline, responsibility, initiative and creative activity of each team member;
- forms of moral incentives for employees to achieve high quality work results;
- techniques for improving the psychological climate in a team, including methods for eliminating conflicts, a rational style of quality management, selection and ensuring the psychological compatibility of employees;
- methods of forming motives for the work of team members aimed at achieving the required quality;
- ways to preserve and develop the enterprise’s traditions of providing required quality.
At the same time, one cannot fail to note statistical methods that are used both in management and in quality assurance, methods of quality management research, among which expert, various methods qualimetry and others.
Statistical methods are an interconnected set of methods for monitoring quality and include statistical regulation, statistical acceptance control, statistical analysis, and statistical quality assessment. The first two methods can be classified as the main ones, which are directly used in quality management, and the last two are auxiliary in solving problems of the previous two.
There are two areas of application of statistical methods in production (Fig. 8.3.6):
- when adjusting the stroke technological process in order to keep it within specified limits ( left side scheme);
- upon acceptance of manufactured products (right side of the diagram).
The benefit that production can receive from the use of statistical methods is that, firstly, stabilization of the technological process is ensured when minimum costs for control. Secondly, use
Rice. 8.3.6.
products
methods of mathematical statistics allows you to quickly optimize the modes of technological operations, minimizing waste and improving the characteristics of finished products. Thirdly, statistical methods allow you to organize acceptance work finished products with minimal labor intensity and ensuring specified quality guarantees. Therefore, statistical methods are the most important tool quality management systems.
The considered methods are used mainly for the analysis of numerical data, which corresponds to one of the principles of systemic quality management: to rely only on facts when making decisions. However, facts are not always numerical in nature, and decision-making in this case requires knowledge of behavioral science, operational analysis, optimization theory and statistics
Most of the quality management methods discussed are widely used to transform consumer requirements into the quality parameters of the product they expect and, accordingly, into the quality parameters of the processes of planning, development, production, installation and improvement of the product. This procedure for transforming customer requirements is called Quality Function Deployment (QFD).
Quality Function Deployment is an original Japanese methodology that aims to ensure quality from the very first stage of new product creation and development.
QFD is a systematic way of deploying the needs and wishes of the consumer through the deployment of functions and operations of the company to ensure such quality at each stage of the life cycle of a newly created product that would guarantee the final result that meets consumer expectations.
It is on the basis of accurate information about customer requirements that the QFD process is carried out, which includes five elements:
- 1. Clarifying consumer requirements involves answering the questions: What does the consumer require from the product? and How will the product be used by the consumer?
- 2. Translation of consumer requirements into General characteristics product (quality parameters). It is necessary to determine “How to do?”, i.e. to implement the list of consumer wishes (“What to do?”): HOW? WHAT?
- 3. Determining how strong the connection is between the corresponding WHAT and HOW components.
- 4. Selecting a goal, i.e. choosing such values of the quality parameters of the product being created that, in the opinion of the manufacturer, will not only meet consumer expectations, but will also ensure the competitiveness of the product being created.
- 5. Establishment (based on the results of a consumer survey) of the importance rating of the “WHAT” component and, based on these data, determination of the importance rating of the corresponding “HOW” components.
The five key elements considered are the foundation of QFD, on which the strength and durability of the “house of quality” built by the manufacturer in the form of a final product, which the future consumer will use or not use depending on the quality of this product, largely depends. In the work of deploying the quality function, the shapes of the matrix diagrams used really resemble a house, and therefore they are often called the quality house.
How to do it?
What to do?
Requirements of the child - Importance of the child
Direction of improvement
Product Features
Connection Matrix
competitors
Engineering assessment of product competitiveness
Technical importance and labor intensity
Rice. 8.3.7. Components various parts(rooms) quality houses
Quality home concept in general view shown in Fig. 8.3.7, which shows the purpose of the various parts (rooms) of the matrix diagram (house). The contents of most rooms of the house are qualities, in addition to the correlation matrix, that are discussed above key elements QFD.
The correlation matrix, which resembles the roof of a house in its shape, is filled with symbols indicating positive or negative correlations between the relevant technical characteristics of the product from the perspective of consumer interests.
The completed matrix diagram contains the most important information necessary for the manufacturer to develop a new model that takes into account the wishes of the consumer and the competitiveness of the product in the market. Therefore, the house of quality is also called the Product Planning Matrix.
The matrix in the form of a quality house allows not only to formalize the procedure for establishing the correspondence and significance of connections between input information and output characteristics of the product being created, but also to make informed decisions on managing the quality of the processes of creating the product expected by the consumer.
Thus, GR is used to improve the planning of a product and its production process in order to increase the competitiveness of the enterprise. By deploying quality at the initial stages of the product life cycle in accordance with the needs and wishes of the consumer, it is possible to avoid (or minimize) adjustments in the quality of the product after its introduction on the market, and, therefore, ensure high value and at the same time a relatively low cost of the product (by minimizing the costs of correcting defects).
Questions and tasks for self-test
- 1. Characterize the functions and connections of the state of operation of testing diagnostic centers.
- 2. What is operating diagram analytical measurement process?
- 3. What main blocks form the structure of the test and control installation?
- 4. Provide an analysis and explain the effectiveness of the main methods for assessing the level of product quality.
- 5. What methods of product quality management are most common for analyzing the economic activities of enterprises and organizations?
QUALITY CONTROL
Basic methods of quality management
Quality management methods are methods and techniques for carrying out management activities and influencing managed objects to achieve set goals in the field of quality. The following methods are used in quality management practice (Table 1.1):
economic;
organizational and administrative;
scientific and technical;
socio-psychological.
Table 1.1 Classification of quality management methods
|
Economic |
Organizational and administrative |
Scientific and technical |
Socio-psychological |
|
|
Motives of behavior |
Material interest |
Compliance with quality requirements |
Prevention of quality and quality problems |
Moral interest |
|
Control object |
Price |
or division |
activity |
or teams |
|
Management problem |
Economic |
Organizational |
Technical |
Social |
|
Basis for selection of methods |
Techno-economic analysis |
Organizational analysis |
Statistical analysis |
Social psychological research |
Economic management methods are implemented by creating economic conditions that encourage workers and teams to systematically improve and ensure the required level of quality. The group of economic methods includes the following:
financing activities in the field of quality management;
economic accounting in the departments of the quality management system;
economic stimulation of production;
business planning for the creation of new and modernized types of products and services;
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.
Let us consider, as an example, the method of material incentives: in response to a preliminary advance of wages, one can expect a more responsible attitude of the employee towards the quality of work.
It should be noted that the development of market relations objectively requires wider use of economic methods of quality management.
Organizational and administrative methods carried out through mandatory directives, orders and other regulations aimed at increasing and ensuring the required level of quality. The group of organizational and administrative methods of quality management should include the following:
regulation (functional, official, structural);
standardization;
rationing;
instructing (explanations, clarifications);
administrative influence (based on orders, instructions, instructions, resolutions, etc.).
The use of organizational and administrative methods of quality management determines the creation of a set of documents of various statuses. At the same time, each document should be subject to extremely stringent requirements for the quality of their content, otherwise these methods cannot be fully implemented in management practice.
Quality policy is one of the most important components of quality management. This document should be the primary document in the documentation.
Scientific and technical methods of quality management. The current state of science and technology makes it possible to manage product quality using scientific and technical methods. In this case, the object of management is a process, product, technical problem. Scientific and technical methods can be classified as follows:
technological (automatic methods of adjustment and regulation, automated, mechanized, manual);
statistical (sampling control, statistical analysis, statistical regulation, seven simple methods);
complex (FMEA, QFD, FSA);
expert (comparison methods, rank method);
research (benchmarking, order portfolio analysis, business attractiveness assessment);
■ affinity methods (matrix diagram, connection graph, process flow diagram).
The most acceptable of the technological methods is auto quality management method, when deviations of processes from specified parameters and control measures are determined, developed and act on the object automatically using technical devices. Along with them, quality management practices widely use statistical methods. They represent an interconnected set of methods for monitoring quality and include statistical regulation, statistical acceptance control, statistical analysis, and statistical quality assessment. Often used in problem analysis graphic methods, including the method control kart. When using the statistical analysis method, they also apply Pareto charts. They make it possible to objectively show the actual state of production in individual areas and resolve a set of issues related to quality.
In solving many management problems, including quality management, they are most often used expert methods. These methods include the method of ranks and direct assessment, and the comparison method.
Social-psychological methods are based on the use of a group of factors influencing the management of socio-psychological processes occurring in work teams to achieve quality goals. Among the socio-psychological methods the following can be noted:
ways to increase self-discipline, responsibility, initiative and creative activity of each team member;
forms of moral incentives for high quality work results;
techniques for improving the psychological climate in a team, including methods for eliminating conflicts, selecting and ensuring the psychological compatibility of employees;
accounting methods psychological characteristics members of labor collectives when ensuring quality;
methods of forming motives for the work of team members aimed at achieving the required quality;
ways to preserve and develop the traditions of the enterprise to ensure the required quality.
CERTIFICATIONSYSTEMSQUALITIES
It has already been said that in order to increase the competitiveness of products and the credibility of an enterprise, it can certify its quality system by an authoritative independent body to confirm its compliance with the recommendations of ISO 9000 standards or industry standards. Certification of the quality system gives the company a competitive advantage, increases customer confidence in the supplier and, as a rule, reduces the amount of quality system checks by the customer before concluding contracts.
For certification of quality systems for compliance with international standards ISO 9000 series or industry standards, as well as for product certification, several regulatory documents are in force, a list of which and changes to them are published in regularly published information indexes “National Standards”. Among the main documents it should be noted:
International standard ISO 19011:2002 (aka Russian GOST R ISO 19011-2003) Guidelines
on audit of quality management systems and/or environmental management systems.
GOST R ISO/IEC 62-2000 " General requirements to bodies that assess and certify quality systems.”
GOST R 40.003-2005. Certification system GOST R. Register of quality systems. The procedure for certification of quality management systems for compliance with GOST R ISO 9001-2001 (ISO 9001:2000).
In accordance with GOST R 40.003 - 2005, the certification procedure for quality management systems (QMS) provides for the following stages of work:
Stage 1, Organization of work. At this stage, the enterprise submits an application to the certification body (CB), analysis and decision on the application by the certification body, conclusion and payment of a certification agreement, and formation of a commission.
Stage 2. Analysis of organization QMS documents for compliance with the GOST R ISO 9001 standard, elimination of identified inconsistencies and the conclusion of the OS on the possibility of an audit.
Stage 3. Preparing for an on-site audit which includes the development and approval of an audit plan and the preparation of working documents.
Stage 4. Conducting an on-site audit and preparing a report on the resultsthere is an audit. This stage includes holding a preliminary meeting, an on-site audit, recording data, generating, classifying and recording findings, preparing an act based on the audit results, holding a final meeting, approving and distributing the act.
Stage 5. Completion of certification, registration and issuance of certificateQMS compliance cata. At this stage, the OS reviews the act and report of the audited organization to eliminate the identified inconsistencies. After this, the OS makes a decision on the act, as a result of which either a certificate is issued or a refusal to issue it. After registration of the certificate, it is issued to the enterprise, and an agreement is drawn up to conduct inspection control of the QMS.
Stage 6. Inspection control of a certified QMS.
Work on certification of quality systems in Russia is carried out by: regional bodies of Gosstandart, All-Russian Scientific Research
Certification Institute (VNIIS), Russian Maritime Register of Shipping (Russian Register), subsidiaries of the French Bureau Veritas (BVQI) and British Lloyd's Register (LRQA), Norwegian Det Norske Veritas (DNV) and a number of other organizations.
In Europe, certification of quality systems is carried out by organizations that, in the period from 1990 to 1992, united in the European Network - EQ Net, which included:
SQS - Swiss Association for Quality Assurance Certificates;
SFS - Finnish Organization for Standardization;
KEMA - Arnhem Inspectorate electrical materials(Netherlands);
UNI - Italian Association for Standardization;
DQS - German Association for Certification and Assessment of Quality Systems;
IPQ - Portuguese Institute for Quality;
SIS - Swedish Standardization Association;
NSF - Norwegian Standardization Association;
Iceland;
BSI - British Standards Institution;
ELOT - Greek Organization for Standardization;
A1B VINCOTTE (Belgium);
AENOR - Spanish Association for Standardization and Certification;
AFAQ - French Association for Quality Assurance;
Luxembourg;
OQS - Austrian Association for Certification and Assessment of Quality Systems;
DS - Danish Standardization Association;
18. NSAI - National Standards Authority of Ireland. This European the network then grew into international network by
certification of quality systems - IQ Net in connection with the accession of certification bodies from Australia, Brazil, Canada, South Korea, Japan and other countries. By the beginning of 2006, the number of certification bodies included in IQ Net was about 40. Such an association ensures mutual recognition of certificates and allows enterprises not to carry out unnecessarily multiple certifications.
nal assessments of quality systems by different organizations. Some Russian certification bodies, for example, TEST-St. Petersburg, became partners of the IQ Net network and received the right, along with their certificate, to issue certificates on behalf of IQ Net. However, some managers of enterprises supplying products to different regions of the world market seek to obtain certificates from several bodies that enjoy authority and fame in the regions where the products are supplied.
When choosing a body to carry out quality system certification, one of the main criteria should be its authority among customers or in the market where the products are supplied. So far, certification of quality systems of Russian enterprises with the involvement of domestic and foreign organizations lags far behind what has been done in the UK, USA and Japan.
LEGALQUESTIONSINAREASQUALITIES
One of the important activities of enterprises in quality management is monitoring and unconditional implementation of current legislation in the field of quality. Responsibility for violation of the law is determined primarily by the presence of socially significant mandatory requirements for product safety for the population and the environment, as well as legalized rules for the relationship between consumers and suppliers in the field of quality.
Until 2003, the main laws regulating legal relations in the field of quality were the Civil Code of the Russian Federation, the Laws “On Standardization”, “On Certification of Products and Services”, “On the Protection of Consumer Rights” and “On Ensuring the Uniformity of Measurements”, as well as a number of regulatory documents , establishing the procedure and rules for standardization and certification. Together, these laws created the main legal boundaries defining the rights, obligations and responsibilities of manufacturers, consumers and the state in the field of quality. Since 2003, laws on standardization and certification
fications were canceled due to the adoption of the law “On technical regulation in Russian Federation».
The starting point for the adopted law was a new principle of legal relations in the field of quality. In accordance with this principle, ensuring that manufacturers ensure the safety of goods for people and the environment should be required and controlled by the state, and ensuring high consumer properties of goods that do not affect safety should be dictated by competition.
13.1. the federal law“On technical regulation in the Russian Federation” (No. 184-FZ dated December 27, 2002)
As noted in the third chapter of the manual, in connection with the current internal and external situation in Russia, a reform of technical regulation was carried out, which began with the adoption of the above law at the end of 2002. It should be immediately noted that at the beginning of 2006, the concept of the draft Federal Law “On Amendments and Additions to the Federal Law “On Technical Regulation” was developed. The purpose of this project is to clarify some provisions of the adopted law, to further harmonize the law with the world practice of technical regulation and European directives. Before amendments are made, the current law establishes the following content and procedure for technical regulation.
Technical regulation includes several types of activities:
development and implementation of technical regulations that establish mandatory requirements for product safety for the population and the environment;
development and implementation of standards outlining recommended characteristics that do not affect safety;
> confirmation of product compliance with the requirements of technical regulations and standards by conducting
mandatory or voluntary certification, or declaration of conformity;
state supervision over compliance with the requirements of technical regulations;
accreditation of certification bodies and testing laboratories.
For clarity, the main content of technical regulation according to the current law is presented in Fig. 26.
Rice. 26. The main content of technical regulation
13.1.1. Establishment requirementsTo products And services
In accordance with the Federal Law, the establishment of product requirements is organized at two levels (Fig. 27):
Mandatory requirements for product safety for people and the environment are established in technical regulations.
Compliance with these requirements is controlled by the state with the help of State Supervision bodies.
IN standards is installed recommended product requirements. Standards become voluntary documents that comply with the provisions of technical regulations and specify them for use in the development and manufacture of products. During the transition period (7 years, starting in July 2003) until the development of technical regulations, we will use standards, implementation mandatory requirements which will continue to be controlled by the state with the help of State Supervision bodies.
Rice. 27. Structure of requirements for products and services
The structure of requirements for products and services established by law can be clearly presented as follows:
13.1.1.1. Technical regulations
Technicalregulations, theirappointment, kindsAndcontent. OrderdevelopmentAndadoptiontechnicalregulations
Technical regulations are adopted for the purposes of:
protecting the life or health of citizens, property of individuals or legal entities, state or municipal property;
protection of the environment, life or health of animals and plants;
prevention of actions that mislead purchasers.
Technical regulations establish requirements ensuring:
radiation safety;
biological safety;
explosion safety;
mechanical safety;
fire safety;
industrial safety;
thermal safety;
chemical safety;
electrical safety;
nuclear and radiation safety;
electromagnetic compatibility;
unity of measurements.
The technical regulation must contain an exhaustive list of products in respect of which its requirements are established; it may contain rules and forms for conformity assessment.
Requirements for products not included in technical regulations cannot be mandatory.
Technical regulations must contain requirements for product characteristics, but, as a rule, should not contain requirements for design and execution.
Kindstechnicalregulations
In the Russian Federation there are:
general technical regulations;
special technical regulations.
Mandatory requirements for products are determined by a set of requirements of general technical and special technical regulations.
General requirements technical regulations are mandatory for application and compliance with all types of products. The requirements of special technical regulations take into account technological and other features of certain types of products. Special technical regulations establish requirements only for those types of products, the requirements for which are not provided by general technical regulations. For example, general technical regulations “On the safety of machinery and equipment” and special technical regulations “On the safety of elevators and lifting vehicles”, “On the safety of printing equipment”, “Safety of electrical installations”, etc.
Orderdevelopment, adoptionAndcancellationstechnicalregulations
The developer of a draft technical regulation can be any person. Technical regulations are adopted federal law. In exceptional cases, when circumstances arise that lead to an immediate threat to the life or health of citizens or the environment, if immediate adoption of technical regulations is necessary to ensure product safety, the President of the Russian Federation has the right to issue technical regulations without public discussion. Technical regulations may also be adopted by an international treaty or the Government of the Russian Federation.
A notice must be published about the development of a draft technical regulation indicating the developer and his address at which comments from interested parties should be received.
The developer finalizes the draft technical regulations taking into account the comments received, and conducts a public discussion of the draft
technical regulations. After this, the draft federal law on technical regulations is submitted to the State Duma of the Russian Federation, which sends it to the Government of the Russian Federation, which within a month sends a review to the State Duma of the Russian Federation, prepared taking into account the conclusion of the expert commission on technical regulation.
The examination of draft technical regulations is carried out by expert commissions on technical regulation, which include on a parity basis representatives of federal executive authorities, scientific and other organizations, public associations of entrepreneurs and consumers.
In case of inconsistency of the technical regulations with the interests of the national economy, the development of the material and technical base and the level of scientific and technical development, as well as international standards and rules The Government of the Russian Federation is obliged to amend or cancel technical regulations.
For the most complete presentation of quality management methods and tools used in methodological and educational literature approaches to systematization 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- relationships 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 production process to achieve set quality goals. Along with individual methods, complex methods representing their combinations are highlighted, as well as theoretical basis, 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 related to the features of a specific production process, including measurement methods, settings, etc. Management 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 in different days weeks.
 |
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.
| Student | Height, cm |
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.
An approach to the classification of methods and means of quality management is proposed, which allows us to present them in all their diversity, taking into account various directions and areas of application. Four groups of quality management methods are identified: theoretical foundations, concepts and systems, integrated methods, individual methods. The latter, in turn, depending on the object of influence, are divided into methods of managing social systems, information, and equipment. The classification and possibility of applying quality management methods by various internal and external entities to the organization are considered. The growing volume, as well as the variety of quality management methods and tools, creates certain difficulties in their study and selection for practical application. It is necessary to systematize the entire set of tools related to the field of quality management. The possibility of their compact presentation in the form of a classification model can be especially useful when planning and studying the academic discipline “Means and methods of quality management”, established by the state educational standard for training specialists in the field of “Quality Management”.
Let's consider the most well-known groups and classifications of quality management methods. Quality management theory arose and for a long time developed on the basis of control. Therefore, the most well-known methods of quality management are the “Seven Basic (“Simple”) Quality Control Tools developed in Japan, which allow processing the results of control operations. This “Magnificent Seven” is included in the list of Total Quality Management (TQM) tools, along with the “Seven New Quality Management Tools” and the adjacent “Quality Function Deployment (QFD).” Some authors expand this list, including “Analysis of the modes and consequences of potential failures (FMEA)”, benchmarking, various tools for organizing the thought process, etc. TQM tools, as a rule, include methods used in the field of quality management for processing and analyzing numerical and logical data, development of control decisions. The concept of “quality management methods” is much broader. Their objects, along with information, are personnel, departments, enterprises (i.e. social systems), equipment, and other elements of the production process and organizations.
For example, V.V. Efimov divides quality management methods into economic, organizational and administrative, socio-psychological and scientific-technical. The last group combines methods of working with equipment, information (including statistical), complex and research methods. V.V. Okrepilov identifies three groups of quality work methods: quality assurance methods, quality incentive methods and quality control methods, and also proposes a classification of methods and means of total quality management into four areas (objects) of management: “Quality”, “Process”, "Personnel", "Resources". In this model, individual methods, systems and theories are located at one level.
Foreign authors also include among quality management methods systems and methodologies, which in practical terms are complexes of methods and techniques united by a common concept. The theoretical foundations that influence the choice and form of application of certain methods or offer universal techniques cannot be excluded from consideration. 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, etc., as well as management relations - relations of subordination and coordination.
Rice. 1.
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 the 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;
instructing (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 incentives for 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.
Rice. 2.
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 into this group methods include 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 large quantity numerical data in the form of matrices to identify priority data - the only one of the seven methods 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”. He offers modern classification statistical methods (families of methods) for quality management. This descriptive statistics, planning of experiments, hypothesis testing, measurement analysis, process capability analysis, regression analysis, reliability analysis, sampling control, modeling, statistical process control cards (SPC cards), statistical tolerance assignment, time series analysis. Listed methods include most of the “traditional” (most simple and well-known) instruments.