Methods for improving quality management. Improving the product quality management system will increase its competitiveness Work to improve product quality is carried out

Today, improving the product quality management system at any enterprise is the key to its successful development and the basis for the competitiveness of manufactured goods or services provided. With the development of reforms in the field of market relations in the countries of Eastern Europe and the former Soviet Union, problems began to arise with certification of product quality and its competitiveness in the international market. Moreover, at that time there was a sharp decline in domestic demand, which significantly complicated the already not very strong position of Russian enterprises. As a result, domestic manufacturers were forced to fight with competitors from far abroad in two directions at once - in their own country, fighting for the attention of domestic consumers, and in world markets, trying to find a free niche and the opportunity to sell their products. But the situation was complicated by the fact that the quality of the products offered was insufficient to successfully compete with Western manufacturers.

Despite all the assurances of American managers and the powerful wave of rhetoric in the press, quality has not become the primary concern of business in the United States. And not at all because the quality of managers of industrial firms in the United States is not disturbing. It’s worrying, but they don’t always even imagine how to approach solving this problem. The past five years have reportedly revealed the following key lessons that American businesses should learn from their failures in product quality:

1. Quality should become a daily, hourly, every minute concern of managers and workers at all levels and all departments of the enterprise, and not just specially selected personnel called upon to control the quality of the finished product.

2. From a production efficiency point of view, it is much more important to focus on improving and improving the production process in order to improve product quality, rather than strive only for simple cost reduction.

The main thing is not to worry about quality control of finished products, but to constantly improve the production processes on which this quality depends.

3. We must rely more on constant, even the smallest and insignificant at first glance, improvements in production, rather than waiting for major technological breakthroughs that can change everything at once.

4. We need to make our suppliers and subcontractors partners in the fight for quality, and not turn them into scapegoats for all sins and failures in this area.

5. The struggle for quality should be waged at all levels in the company.

Top management must share equally with the workers all responsibility for defects and defects.

6. Always remember that everyone provides services to and from

doing anything to anyone, everyone has their own consumer, and not

it is important whether this consumer is outside the company or at a neighboring workplace

than the place, it is important that he is always right.

As part of the new management thinking, various means and specific programs can be used in the fight for quality - from quality control circles to “just-in-time deliveries”. It doesn't matter what methods are used, what matters is how they are used and what meaning managers put into them.

It is important that in the struggle for quality all the principles of new management thinking are adhered to:

So that workers can actually participate in management and in solving production problems;

So that managers and specialists use, when assessing economic results and costs, exactly those indicators that are most important today for increasing production efficiency as a whole

(that is, the consumption of material and energy resources,

reduction of inventories, acceleration of equipment changeover

So that quality control circles are not just another campaign of managerial window dressing, but are logically complemented by radical changes in all elements of organization and production management - from new equipment layouts to new methods of remuneration and organizational structures.

Very useful from the point of view of understanding what conclusions can be drawn from the first lesson, how you need to competently build yourself. approach to solving quality improvement problems is. experience of the Xerox Corporation. The program, called “Leadership through Quality,” began in 1979 and was carried out in three phases.

At the first stage, the company's competitiveness and its position in the market were carefully analyzed. The firm's products, its ability to provide services to consumers, and its production methods were all compared with the practices of its major competitors. Today, every company enterprise, every division knows where they stand relative to their main competitors, relative to world-class enterprises. Based on this kind of analysis, the company's goals to strengthen its competitiveness became clear: excellence in product quality, product reliability, compliance with the most unusual consumer needs - and all this at low production costs. All this, in turn, required intensification in the study of consumer requests instead of tightening control over the compliance of products with technical specifications and standards.

At the second stage, Xerox, along with investments in production automation and personnel training, began to involve workers in management." This required appropriate preparation and training of managers. The science of delegating authority and responsibility, the science of managing peers within the framework of problem areas, is extremely difficult for them. creative groups.

At the third stage, the chairman of the board of the corporation, D. Kearns, and another 25 senior managers gathered to develop specific ways to improve quality, the principles on which the corporation's policy in this area was based, the methods of Deming, Juran, Crosby, as well as experience leading companies producing duplicating equipment. For 1981 and 1982 build quality increased by 63%, product reliability by 20%, and overhead costs decreased by 20%. As a result, Xerox regained 10% of the previously lost market. However, the most important thing was not the technical methods of improving quality (from methods of quality control and management to the technical re-equipment of enterprises), but the transformation of quality improvement into an integral part of the corporation’s economic strategy aimed at increasing its market share.

The second lesson showed that quality is ensured by constantly simplifying and improving the production process, and not by increasing control over product output.

America has already become the largest center for reworking and eliminating defective products in the world. . In many industries, operations to eliminate defects, check and inspect products, record the number of failures, and so on, occupy from 15 to 40% of production capacity and account for 20 to 40% of the total sales value. And all this is not counting the costs of warranty service, repairs, etc. After all, usually manufacturers do not hear 96% of complaints from consumers of their products. Today, the most important technical technique for improving quality has become the system of organizing deliveries based on the “just in time” principle.

However, many American managers who adhere to traditional approaches to organizing production perceive this system too simplistic. Its main idea is simple: materials, components and parts should arrive at the production sites where they are needed, exactly at the time when they are needed, instead of storing them in workshops or warehouses of the enterprise.

Materials and components must be delivered to the potential consumer (whether it is an enterprise or an individual cell) immediately before they are launched into subsequent technological processing, assembly, and so on, at the consumer’s first request. But managers with outdated thinking are not able to understand that delivering on time, at the first request of the consumer or customer, is already the result of measures to improve quality, to improve the production process in the direction of finding ways to eliminate any losses (time, materials, labor) . Hundreds of American companies today have adopted the Just-in-Time philosophy, from Campbell (food processing) and Warner Lambert (pharmaceuticals) to Motorola, Intel (semiconductors) and Harley-Davidson (motorcycles). ). The results can be impressive. At Harley-Davidson alone, this system made it possible to free up $22 million in working capital that had previously been permanently frozen in inventories at just one enterprise. Not to mention the fact that just-in-time delivery can dramatically reduce equipment changeover time.

Just-in-time deliveries also eliminate administrative costs, expenses for personnel involved in organizing the wife’s sleep, maintaining warehouse facilities and related accounting.

There are other benefits of this system that are of particular importance in the context of the new production cost structure. This is the detection of defects and malfunctions already during the production process, and not searching for them in finished products, the immediate detection and elimination of production problems, and the low level of inventories sharply reduces financial problems, especially with the working capital of enterprises during bad economic conditions and a drop in demand for products companies.

The fears of old-minded leaders about this system are also understandable. They are afraid of losing peace of mind and guaranteed supply in conditions of high economic conditions, they are afraid of disruptions in the production regime, the schedule for shipping products to their consumers, especially when it comes to subcontractors or consumers located many hundreds of kilometers from their enterprises. But Japanese firms also faced these problems, in addition, they have suppliers located outside of Japan, while most American industrial firms have subcontractors inside the United States. Indeed, Toyota plants once stopped due to the fact that trucks with components and materials were unable to reach them on time due to traffic jams in the city. But with proper organization of production and management, such cases are rare, and most importantly, the costs caused by such unforeseen circumstances are much less than the accumulation of stocks in warehouses for everything cases of life.

Improving the quality or increasing the productivity of one’s work is a natural need of almost any employee, associated both with the accumulation of production experience and with increasing the level of knowledge in the field of activity. In many cases, improved performance is caused by bringing the employee’s body into a less stressed state with less energy expenditure. At the same time, systemic, and most importantly, continuous improvement of the quality of the process, in which the entire team is involved, requires organizational and methodological influence, which is aimed not at improving the condition of the workers, but at satisfying consumer requirements. TQM practice has shown that continuous long-term quality improvement can lead to outstanding results. The Japanese economy of recent decades has been characterized by the principle of searching for new methods in quality management that take into account changes in conditions in the economy and society. New methods are usually introduced into the existing quality management system, and practice shows which of these methods are effective.

For the first time, the justification for the concept of continuous quality improvement was given by E. Deming (USA) in the form of the PDCA cycle (Fig. 1.5). According to his scheme, Japanese quality circles were recommended to bring their developments to implementation. The cycle abbreviation can be both translated and understood in different ways. So, for example, at the Motorola company they gave it the following interpretation:

Figure 1.5 - E. Deming's cycle

- “planning” - formulating goals and objectives, identifying key parameters for achieving success, choosing a project and creating a team,

- “execution” - training, training, implementation,

- “control” - measuring improvements, assessing effectiveness, analyzing and revising projects,

- “implementation” - adjustment of implementation, standardization, continuous improvement, consumer research, benchmarking, redesign.

The PDCA cycle is commonly known as the Deming cycle. At the same time, in Japanese literature it is called the “Deming wheel”, and in European literature it is called the “Shewhart-Deming cycle”.

In addition to Deming's framework, there is also a framework for continuous process improvement: define the goal - organize a task force - train team members - conduct a critical analysis - document the results - present the results - immediately take action for implementation - repeat the cycle. An interesting technique for conducting critical analysis during continuous process improvement is:

Conduct an initial analysis of the production process,

Describe the production process and its results,

Collect information on the duration of production cycles,

Evaluate the process

Compare the duration of work with takt time,

Identify production losses,

Conduct a brainstorming session to identify the cause of losses and eliminate it,

Conduct a brainstorming session to develop solutions to improve the process,

Conduct a cost-benefit assessment.

Within the framework of this problem, the following methods of continuous process improvement can be considered:

Methods for improving quality in the workplace;

Just in time method;

System of continuous quality improvement based on the KAIZEN principle;

20 keys to business improvement (Practical program for revolutionary changes in enterprises (PPRPP)).

It is advisable to disclose the content of each method.

1) Methods for improving quality in the workplace.

Numerous quality statistics indicate that approximately 85-90% of product defects are caused by human factors. The rest falls on equipment, raw materials, materials, but still one of the main factors in the production of defective products is people.

Let's consider what reasons related to the worker can influence non-compliance with technical documentation, up to and including defective products. Among them are: low qualifications of personnel, poor health, inattention when familiarizing themselves with the drawing, technology or instructions, poor preparation of the workplace, etc.

It should be noted that the reasons for marriage can be associated not only with a person, but also with tools, technological equipment, and equipment. This is true, but most often this happens not so much due to shortcomings of the tool, equipment or equipment itself, but due to their careless sharpening, poor repairs or inaccurate manufacturing and assembly performed by workers. If you dig deep into the culprit of the defect, then in the overwhelming majority it will be a person.

To eliminate defects for one reason or another, quality improvement is necessary. Japanese experts advise starting with quality in the workplace. Moreover, they developed a coherent system for improving quality in the workplace, which they called “5S” (“Good Housekeeping Practices”). The name comes from five Japanese words starting with the letter "S": Seiri (sorting), Seiton (organization), Seiso (purification), Seiketsu (standardization), "Shitsuke" ("self-examination"). The Russian translation of these words gives, if not a clear, then a sufficient idea of ​​the approximate content of measures to improve quality in the workplace. If we briefly characterize this system, we can say that “before starting work, and even responsible work, you need to sort out the order in your workplace.”

Let us give a clearer content of each of the stages of the 5S system. Before proceeding with its implementation, it is necessary to describe in detail and, if possible, photograph the work area (or workplace) that needs to be reorganized. Comparing the descriptions of work areas (locations) before and after the transformations can make a favorable impression on management, which will intensify quality work at the enterprise.

Stage 1. Sorting. Place things (or objects) that are used daily in one place. Place items used once a week in another place, monthly in a third place, and items that are used very rarely in a fourth place. Carry out this procedure for each zone of the workplace. Then, from each storage location, select and leave one copy of each type of item, and put the rest in a cabinet for storing spare parts.

Stage 2: Cleaning. Clean all work surfaces before placing anything on them again. Ensure that suitable waste collection containers are available near your work area. Place all spare parts in a general warehouse. Make a list of items returned to the warehouse in order to be able to report them to the workshop management. Organize and put all the necessary documents in one place and clean all the tools. Establish standards (standards) of cleanliness that must be observed without tension by every employee.

Stage 3. Organization. Carefully arrange all papers and folders. Items that are used daily should be within the worker's reach. Items used once a week should be one step away, and items used once a month should be 2-3 steps away. Everything else can be located a few steps away from the workplace. Clearly determine the place of each item.

Stage 4. Standardization. Familiarize all workers associated with the work area with the cleanliness standards and place photographs of the “correct” standard environment in work areas. Where necessary, provide equipment and tools with transparent covers to protect them from dust. Keep in mind that if such covers are opaque, then workers will most likely store items under them that are not related to the workplace.

Stage 5. Self-test. After about a month, carefully examine the condition of the workplace to see if it can be improved. If there are any extra items, send them to the general warehouse. Review cleanliness standards and revise them if necessary. Repeat this step after a month.

We can also recommend additional measures to maintain order in the workplace. For example, you can create mobile boards with tools for specific jobs. Or draw outlines of tools on the boards so that it is immediately clear which tool is missing.

Japanese researchers believe: if company managers cannot implement 5S, then they cannot manage effectively. Conversely, if you can master this system, it means that you can also successfully implement other more complex systems. The reason for this conclusion is that the 5S system does not require any special staff of managers for its implementation and will not become effective until all personnel are involved in it and begin to think about the success of this system. But, if the 5S system has already been implemented, then we can assume that other systems are almost half mastered (in terms of staff readiness to implement changes).

Since the mid-1980s, 5S has been central to management thinking and philosophy in Japanese firms. Company management has universally come to the conclusion that the 5S system is a key management method in any, even the most high-tech field of activity.

The 5S system has become widely known in Russian enterprises in recent years. From the domestic practice of implementing this system, the following conclusions can be drawn:

The system is applicable and can be successfully implemented at domestic enterprises and organizations of various forms of ownership if management is interested in this;

The possibility of successful implementation of the system directly depends on the socio-economic working conditions in the workplace, i.e. the level and regularity of wages, systematic and rhythmic loading of production, and compliance by the administration with at least basic requirements for safe working conditions.

Attempts have been made to modernize this system, taking into account the principles of scientific organization of labor and quality improvement practices. The new system, which incorporates elements of the 5S system and adapted to domestic production conditions, is called “Streamlining”. The basic principles of this system are set out in the works:

Remove everything unnecessary;

Place everything in the workplace in the most convenient way for the worker;

Regularly conduct thorough cleaning and check the serviceability of equipment and inventory;

Develop standards (rules) for storage, use and cleaning - inspections;

Constantly and consciously follow accepted rules

Let’s compare the principles of such similar systems as “5S” and “Ordering” (Table 1.1):

Table 1.1 - Comparison of the principles of the 5S and Streamline systems

It is necessary to pay attention to the fact that Russia is in a different (market) economy, where fast but low-quality work is no longer held in high esteem. If we want to live in a civilized manner, as, for example, in Japan or Europe, then new managers must inspire workers that the quality of work does not depend on the mentality of the nation, but on the ability and desire to comply with all the requirements written down both in the technical specifications for products and in international standards ISO 9000. And not only to inspire, but also to ensure organizationally and materially the implementation of the necessary standards.

2) Just-in-time method.

The essence of the concept is that the production and delivery of parts and components to the place of production consumption is carried out in the required quantities and at the right time in order to minimize costs associated with inventories. This concept originated in the USA, but its widespread use began in the 60s after its successful implementation at Toyota Motors. As a result of applying the concept, the specified company reduced the time of the main logistics cycle for the delivery of new cars to one month, while the supply cycle for American cars was 6-9 months. In addition, the implementation of the concept made it possible to significantly reduce inventories of work in progress and finished goods, which led to a significant reduction in production costs.

The Just-in-Time concept is based on the idea of ​​synchronizing the processes of delivering material resources with the needs for them, that is, coordinating the processes of supply, production and sales. It allows you to adapt production to changes caused by failures in production lines and fluctuations in demand for manufactured products on the market. Ultimately, the implementation of the concept ideas ensures the rhythm of production and improves the quality of the finished product. The introduction of the Just-in-Time system has changed the traditional approach to inventory management.

Logistics systems that use the Just-in-Time concept are “pull” systems. These are production management systems in which parts and semi-finished products are supplied to the subsequent technological operation from the previous one as needed, that is, without a strict schedule. One such system is the KANBAN system, which represents the first practical implementation of “pull micrologistics systems”.

When organizing continuous production, the processing (or assembly) of a product is carried out in stages. The machine operator transfers to his neighbor the assembler exactly as many parts as are needed to assemble the next unit, and does this exactly on time, just in time for the moment when this part needs to be attached to the unit. Receiving parts in small batches, the second worker can immediately detect a defect, if any. The collector is interested in fulfilling the norm, and idle time does not suit him. The machine operator will make every effort to find the cause of the defect and eliminate it. That is, each subsequent stage “pulls” the manufactured product from the previous section as needed. In this case, the manufacturing workshop is rigidly linked by a specific order with the consumer workshop. The production schedule is formed based on the circulation of special cards (meaning “kanban” in Japanese). The card contains information about the movement of a particular product. It is the movement of kanban cards that forms the production schedule.

This system operates not only within a team, but also between teams, between workshops, and finally, between enterprises and stores. The idea is simple: produce materials by the time parts are manufactured, parts by the time the finished product is assembled, and produce a finished product by the time it is sold. And the work at all stages is determined by “kanban”, going down the chain from the seller to the manufacturers. This ensures high quality and low cost of products.

Despite the simplicity of the idea of ​​such production and its obvious advantages, until recently it was inaccessible to most. The main reasons are the difficulties in providing two obviously necessary conditions for such production:

Accuracy and consistency in the supply of everything necessary for production are required, so to speak, in time and space (at the right time, in the right place), a fail-safe self-adjusting mechanism for such deliveries is required;

All supplied production components must be defect-free, otherwise this entire synchronous system will instantly collapse.

This leads to the conclusion that Just-in-Time production is possible only when the problem of quality assurance is solved. Quality is the first stage of organizing a system, without which it will be neither productive nor effective.

Quality specialists emphasize the importance of the following key activities:

Compact enterprise. According to Japanese managers, the number of such units should not exceed 300 people. A "concentrated factory" produces one or more similar products. Limiting numbers and variety creates a sense of community and makes management easier. Any increase in productivity based on employee enthusiasm is a net gain. Facilitation of management results in savings on the administrative apparatus. This reduces costs and reduces the time required to solve a specific problem;

Combination of professions. It is necessary to prepare workers to operate several types of equipment. This allows you to quickly find replacements for those who are absent, organize staff rotation, avoid the monotony of work and create the conditions necessary for the introduction of group technology;

Creation of integrated teams. The training program should include training in teamwork;

Reducing equipment changeover time. The time spent waiting for adjusters and readjusting industrial equipment is downtime for both equipment and production personnel, that is, production costs. The downtime associated with the readjustment of equipment, of course, must be compensated by a previously created stock of products manufactured on the equipment being readjusted. The shorter the changeover time, the smaller the required stock. In Japanese industry, workers themselves re-adjust equipment, the corresponding procedures are carefully worked out and brought to perfection;

Complex technology. Integrated technology involves the installation of various types of equipment at one production site to speed up the production process and create better working conditions. In a complex production line, it is easy to realize the advantages of combining working professions; the results of labor clearly manifested in such areas cause a feeling of job satisfaction and serve as an additional motivator of work;

Supply of parts in minimal quantities. To implement the Just-in-Time concept, it is necessary to accurately match the volume of supplies of components to all workplaces. In the desired limit, one component should be supplied for one final product being manufactured. If it is necessary to move to another site, semi-finished products are placed in a special shipping container to prevent damage and ease of transportation;

Kanban control card system. For the successful functioning of production under the Just-in-Time system, there must be a system for monitoring the movements of component elements. An effective example would be a system with two accompanying kanban cards: production and transportation. The accompanying kanban tag contains all the necessary information: the number of the component, its description, the number of elements in the shipping container, the container number, the place of manufacture of the elements, etc.

Kanban is a manual system that is managed by the workers themselves. The fact that workers are responsible for the functioning of such a production management system is especially emphasized.

Do not overload production capacity.

In the Just-in-Time system, workers have additional responsibilities for production management, readjustment and routine repair of technological equipment, quality control of their products, correction of defects, etc. All this must be taken into account when planning and determining the production capacity of the enterprise. It is considered categorically unacceptable to exceed the load level of personnel and equipment, which, it turns out, requires a new level of management consciousness.

Establishing and maintaining coordinated and rhythmic work with a uniform volume of production over the period.

The entire production process must be carried out at a normal internally consistent pace. No one should be ahead or behind him. In the Just-in-Time production system, each operation is completed strictly on time, since there are no in-process inventories that would smooth out rhythm disruptions. The maximum amount of in-process inventory is determined by the number of kanban cards and the capacity of the containers. Typically, these reserves are enough for an hour of work, but this value can be changed in the process of improving the system.

To solve the problem of ensuring rhythm, it is required:

Reduce the time of preparatory and final operations of the process to a minimum;

Place production equipment so as to minimize the path of movement of workpieces and components between operations;

Agree on time standards for each operation to ensure continuity of the process;

Ensure the supply of process components of guaranteed quality from suppliers in strict accordance with the delivery schedule.

3) System of continuous quality improvement based on the “KAIZEN” principle.

Japanese firms were the earliest to move from individual methods of quality improvement to a system of continuous improvement of products and processes (CPI), based on the KAIZEN principle. In contrast to the methods of improving product quality that were generally accepted until the 90s of the last century, which involve one-time, significant innovative investments, the KAIZEN principle is based on the continuous and gradual accumulation of small improvements made by all employees of the enterprise, including senior management and managers at all levels of the company. While significant innovation often requires huge investments and special technology, the KAIZEN principle requires, as a rule, only “a certain portion of common sense and the ability to skilled labor - that is, what everyone is able to do.”

This method places great emphasis on the participation of all employees. The reason is that the Kaizen approach is based on trusting the natural drives and abilities of each person. This approach allows employees to independently develop and implement improvements without fear of being reprimanded from above. The SNUPP system, based on the KAIZEN principle, is aimed at achieving the following goals:

Development and activation of the organizational structure,

Development of potential abilities, improvement of employee performance,

Obtaining useful results - tangible and intangible.

The goals formulated above correspond to three stages of practical activity:

Encouraging company employees to participate

Creating opportunities for employees to develop their creativity and develop proposals,

Obtaining a beneficial effect from the implementation of proposals.

In accordance with the stated goals, Kaizen proposals should be aimed at increasing the profitability of the company. Since there are only two ways to increase profits, the proposals made can be classified into two target areas: ideas that help increase turnover and ideas that help reduce costs. A company can operate at low costs if production operates without defects, overloads, unnecessary material costs, interruptions, etc. This category can include all proposals aimed at intensifying processes, that is, increasing labor productivity, as well as improving the quality of processes. Continuous improvements in order to increase turnover include proposals to improve the service, strengthen advertising, improve the quality of marketing, etc.

The strongest aspect of the SNUPP system is the extremely clear and prompt response of the relevant divisions of the company to Kaizen proposals, including the payment of monetary rewards. This aspect of the matter is critical to maintaining a continuous flow of proposals.

Let's look at the characteristics of Kaizen cycles. The system of proposals based on the Kaizen approach forms a closed cycle of four main components (Fig. 1.6).

In this case it is necessary:

Motivate your employees to participate in solving problems and at the same time do not forget about their daily responsibilities;

Motivate employees to record their proposals on paper;

Check and evaluate proposals, provide employees with the necessary assistance;

Provide recognition and financial reward for submissions.

Figure 1.6 - Kaizen activity cycle

With the uninterrupted implementation of this cycle, sentences smoothly transform into one another. Each idea leads to the next idea, and improvements achieved are offset by further improvements. The initiative of creative activity of workers is necessary.

Methods of influencing activity based on proposals can be divided into two categories: push and pull strategies. Nudge strategies include, for example, methods that increase employee motivation. Among them there are soft and hard methods. Soft methods of stimulating activity include various kinds of propaganda campaigns and events. Newer means may be various kinds of video materials.

The pull-up strategy mainly includes incentive methods, the vast majority of which are monetary rewards. Other important elements of the pull-up strategy are inspection and evaluation, instructions from superiors, and assistance in the practical implementation of proposals. In contrast to typical schemes for considering employee proposals, which provide for centralized verification, the Kaizen approach practices the collection and verification of proposals at the place of their origin, which is very logical and sensible, since the head of the department or foremen, who know the business that their subordinates are doing better than others, are likely to and will give the most accurate assessment of the proposals. The review and evaluation of proposals must be carried out quickly. If an employee, as a result of creative mental effort, has found a way to solve a problem, then he wants to find out as quickly as possible whether his solution is correct. This condition is caused by the creative itch. Therefore, proposals with a small economic effect, the share of which is usually larger, are considered first. Proposals with a significant economic effect are considered longer, as they undergo expert examination. Employees who are familiar with this review procedure rarely complain about a delay in response.

Fairness in evaluating proposals is one of the most important factors in the effectiveness of the SNUPP system. Even with large amounts of remuneration, if the criteria for evaluating proposals are complex or unclear, the verification takes a long time, the announcement of the results is delayed, and the creative activity of employees is low. Each company develops its own methodology for evaluating proposals, depending on traditions, the state of the business, the qualifications of personnel, etc. But at the same time, the main criteria for evaluating proposals are almost the same: efficiency (profitability, cost reduction), novelty (originality), feasibility (technical , organizational, economic). Each criterion has a range of significance (usually from 0 to 40 points). The sum of points for all criteria determines the amount of the reward. The stage of evaluating proposals should not be underestimated, the expectations of the results of which have an exceptional psychological impact on the employee.

4) 20 keys to business improvement (Practical program for revolutionary changes in enterprises (PPRP)).

In industrial areas constantly subject to serious upheavals, revolutionary changes are aimed at increasing the productivity and efficiency of enterprises and serve as the main means of ensuring stable and continuous development. As part of the PPDP, each enterprise must regularly set appropriate goals and persistently strive to achieve them.

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MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

Educational institution

Gomel State Technical University named after P.O. Sukhoi

Department of Economics

COURSE WORK

For the course "Management"

on the topic "Improving product quality management at the enterprise" (using the example of the Republican Unitary Enterprise "Gomel Casting and Normal Plant")

Performed:

student of group UP-31

Khomenkova A.M.

Supervisor:

Dragun N.P.

Gomel 2013

Introduction

Chapter 1. Theoretical foundations for improving product quality management

Chapter 2. Analysis of product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”

2.1 Analysis of technical and economic indicators of the enterprise’s functioning

2.2 Analysis of the product quality management system at the enterprise

2.3 Analysis of product quality at the enterprise

Chapter 3. Study of factors in the dynamics of product quality indicators at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”

3.1 Deterministic factor analysis of indicators of the state and dynamics of product quality

3.2 Stochastic factor analysis of indicators of the state and dynamics of product quality

Chapter 4. Measures to improve product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”

4.1 Improving product quality management by upgrading equipment in the foundry

4.2 Improving product quality by changing component suppliers

4.3 Improving product quality by introducing a system of monetary incentives for quality work performed by workers

Conclusion

List of sources used

Applications

INTRODUCTION

quality deterministic stochastic production

In order to operate successfully in market conditions, an enterprise must organize modern quality management and know how to practically organize it in an enterprise. Since quality is formed in the process of creating products, technological work and production organization are of paramount importance for quality management. Quality management is also associated with standardization, since its main regulatory basis is standards that set out quality requirements and regulate the procedure for checking and assessing quality. One of the main functions of quality management is quality control, which is carried out by appropriate measurements. Quality management necessarily requires knowledge of current legislation in the field of quality. The basis for the competitiveness of products is quality, the stability of which is achieved through the introduction of quality systems at the enterprise.

On June 1, 2009, the State Standard STB ISO 9001-2009 “Quality Management Systems” came into force in the Republic of Belarus. Requirements". At the moment, the Program for the Social and Economic Development of the Republic of Belarus for 2011-2015 is in effect in Belarus, where one of the goals is to improve the quality and competitiveness of manufactured products. The document says that measures should be determined to implement the state strategy to create conditions for increasing the competitiveness of domestic products, their promotion to foreign markets, and ensuring an increase in the level of certification of quality systems at enterprises according to the international standards ISO 9000, ISO 14000, ISO 22000.

The subject of the study is product quality management at the enterprise.

The object of the study is the quality of products at the Republican Unitary Enterprise "Gomel Casting and Normal Plant". The choice of this enterprise is justified by the fact that it belongs to the agro-industrial complex, where there are many problems in product quality management (an undeveloped product quality management system, no automated control system, low level of personnel education, an outdated product quality planning system, etc.) . In addition, there are a significant number of factors - factors that influence the quality of products, and thereby the efficiency of the enterprise.

The purpose of the course work is to develop methods for improving product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”.

In order to achieve this goal, the course work sets the following tasks:

Explore the theoretical aspects of product quality management in an enterprise;

Conduct an analysis of product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”;

Investigate factors influencing the quality of products of the Republican Unitary Enterprise “Gomel Casting and Normal Plant”;

Develop measures to improve product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”.

The course work consists of an introduction, four main parts, a conclusion, a list of references and applications. The first chapter discusses theoretical issues related to the concept and essence of product quality management at an enterprise, the technology for implementing the functions of product quality management at an enterprise, consideration of the features of product quality management at enterprises abroad, analysis of the state and development trends of the type of economic activity “Production of machinery and equipment” in the Republic of Belarus. The second chapter analyzes the technical and economic indicators of the Republican Unitary Enterprise “Gomel Casting and Normal Plant” and the product quality management system at the enterprise for the analyzed period. In the third, research chapter, a study was conducted of the factors influencing the quality of the enterprise's products using deterministic and stochastic factor analyses. In the fourth, practical chapter, using the example of the enterprise under study, the following activities are presented: improving product quality management by updating equipment in the foundry; improving product quality by changing the supplier of components; improving product quality by introducing a system of monetary incentives for quality work performed by workers.

To write the course work, the following sources of information were used: periodical literature devoted to the topic of the work and analysis of product quality management; works of domestic and foreign authors on the product quality management system at the enterprise; data from the National Statistical Committee of the Republic of Belarus on mechanical engineering enterprises, electronic resources.

CHAPTER 1. THEORETICAL FRAMEWORK FOR IMPROVING PRODUCT QUALITY MANAGEMENT

1.1 The essence of product quality and technology for managing it in an enterprise

The fundamental definition of quality given by Hegel in the Encyclopedia of Philosophical Sciences reads: “Quality is, in general, immediate determination identical with being...”; “Something is, thanks to its quality, what it is, and, losing its quality, it ceases to be what it is...”

Those. quality is an objectively existing set of properties and characteristics of a product, which defines the product as such and distinguishes it from others. The loss of properties and characteristics leads to the disappearance of the item to which they belonged. For example, when heated, water loses its characteristics and ceases to be water, turning into steam, which has different, its own properties and characteristics.

The set of indicators used to assess the level of product quality is very diverse and therefore can be classified according to many different criteria. Traditionally, this type of classification involves dividing a set of quality indicators into groups in accordance with the following main criteria: the level of aggregation of the assessed useful properties of the product; the nature of the dimension of quality indicators; compliance with product life stages; specificity of the characterized properties of the product.

Depending on the level of aggregation of the evaluated product properties, quality indicators can be single or complex.

Single quality indicators are independent characteristics of individual properties of a product that can provide its user with one or another usefulness. Examples of single quality indicators can be productivity, product dimensions, its useful life, etc.

Complex quality indicators are designed to characterize a certain set of useful properties of a product. These indicators are divided into group and integral. Group quality indicators characterize a set of useful properties that are characterized by homogeneity and similarity of units of measurement, for example, the level of reliability, the cost of consuming a product, and integral indicators express the overall quality level of all product properties that are significant for the consumer and they are always internally heterogeneous.

Depending on the nature of its dimension, quality indicators are qualitative and quantitative.

Qualitative indicators are used to characterize beneficial properties, the intensity of which cannot be measured quantitatively.

Quantitative indicators can be used to characterize such properties, the reference values ​​of units of measurement of which are commonly used or have a situational nature, for example, the relative cost of a product.

Based on the criterion of compliance with product life stages quality indicators are divided into:

predicted (the values ​​of which are determined at the pre-project stages and are indicative);

design (defined as the result of specific design and technological solutions incorporated into the product at the design stage);

production (expression of specific features of the production system within which the developed project finds its practical implementation);

operational (the result of a combination of the design features of the product, the actual production conditions of its creation and the conditions of the final intended use by the consumer).

Depending on the specifics of the characterized properties of the product, quality indicators are divided into the following types:

Purpose indicators - characterize the properties of the product, determining the main functions for which it is intended, and determine the scope of its possible application;

Economy indicators - characterize a set of product properties that express the degree of intensity of consumption of various types of resources during the implementation of the processes of its manufacture and intended operation;

Reliability indicators - express the ability of a product to maintain over time, within established limits, the values ​​of all its parameters that characterize the ability of this product to perform the required functions in given modes and under predetermined conditions of use, transportation, storage, repair and maintenance;

Ergonomic indicators - characterize the convenience and comfort of consuming a product at the stages of the fundamental process in the “person - product - environment of use” system;

Aesthetic indicators - characterize information expressiveness, rationality of form, integrity of composition, perfection of production execution of the product;

Manufacturability indicators - characterize the totality of product properties that determine the optimal distribution of financial costs, materials, labor and time during the technical preparation of production, production and operation of these products;

Transportability indicators - characterize the adaptability of products to transportation without its use or consumption;

Indicators of standardization and unification - characterize the saturation of the product with standard, standardized and original parts, as well as the level of its unification with other types of products;

Patent legal indicators - characterize the degree of patent protection of technical solutions used in the creation of products;

Environmental indicators - characterize the level of harmful effects on the environment that arise when consuming a product;

Safety indicators - characterize the features of the product that ensure the safety of the user during its use, maintenance, storage and transportation;

Economic indicators characterize the costs of developing, manufacturing and operating a product, taking into account a certain degree of their aggregation.

There are also various methods for assessing product quality indicators, which are divided into groups:

Measuring methods - involve the assessment of quality indicators as specific quantitative characteristics using technical measuring instruments (weight of the product, engine speed, etc.);

Calculation methods - are used to assess the quality indicators of products at the stage of their design and involve the use of information obtained using theoretically or empirically generated functional dependencies (dimensional parameters, etc.);

Organoleptic methods are based on the results of analysis of human sensory sensations (quality indicators of food products, perfumes, etc.);

Registration methods involve assessing product quality indicators based on counting the number of certain events associated with the processes of manufacturing, distribution and operation of these products (patent legal indicators, product reliability indicators, etc.).

Quality management as a scientific concept arose at the turn of the 19th and 20th centuries.

In the history of the development of documented quality systems, 5 stages can be distinguished.

Stage 1. The emergence of the Ford-Taylor system (1905). This system established product quality requirements in the form of tolerance fields or certain templates configured for upper and lower tolerance limits - pass and fail gauges. The work motivation system provided for fines for defects and defective products with simultaneous rewards for good (defect-free) work.

Stage 2. System of statistical methods of quality control and management. In 1924, Bell Telephone (now AT&T Corporation) created a group of engineers under the leadership of R. Jones, which laid the foundations for statistical quality management. These were the development of control charts carried out by W. Shewhart, as well as the first concepts and tables of sampling quality control developed by G. Dodge and R. Roming. These works served as the beginning of statistical methods of quality management, which later, thanks to E. Deming, became widespread in Japan and had a significant impact on the economic revolution in this country.

Stage 3. Japanese “Total Quality Control (TQC)” system. In 1950, A. Feigenbaum put forward the concept of total quality control. This concept developed in Japan with greater emphasis on the use of statistical methods and the involvement of staff in quality circles. At this stage, documented quality systems appeared, establishing the responsibilities and powers of employees, and for the first time, interaction in the field of quality between the entire management of the enterprise, and not just quality service specialists, began to take place. The motivation system began to shift towards the human factor.

Stage 4. In the early 1980s. The transition from total quality control to total quality management (TQM) began. At this time (1987), a new series of international standards ISO 9000 appeared, which had a very significant impact on management and quality assurance. A systematic approach to quality management has been formed.

Stage 5. In the 1990s. The influence of society on enterprises has increased, and the latter have increasingly begun to take into account the interests of society. This led to the emergence of ISO 14000 standards, which set requirements for management systems in terms of environmental protection and product safety. Integrated management systems have emerged that integrate various areas of consumer and societal requirements.

Currently, in economically developed countries, certification of enterprise quality systems for compliance with the requirements of the ISO 14000 series standards, which establish requirements for environmental production parameters, is becoming increasingly important. Today, certification of enterprises for compliance with ISO 14000 standards is becoming an important tool for gaining access to the markets of many developed countries. Formally, certification to ISO 14000 series standards is voluntary. At the same time, experts predict that in the next decade from 90 to 100 percent of large companies, including transnational ones, will be certified in accordance with ISO 14000, that is, they will receive a “third party” certificate that certain aspects of their activities comply with these standards. Businesses may want to obtain ISO 14000 certification primarily because in the near future such certification will be one of the sine qua non of marketing products in international markets.

The main subject of ISO 14000 standards is the environmental management system. Therefore, ISO 14001 “Environmental management systems - Specification and guidance for use” is considered the central document of the series. Unlike other documents, all requirements of this standard are “auditable” - it is believed that compliance or non-compliance with them by a specific organization can be established with a high degree of certainty. It is compliance with the requirements of the ISO 14001 standard that is the subject of formal certification by a third independent party. ISO 14004 acts as a clarification of the requirements of ISO 14001, providing additional guidance on the establishment and operation of environmental management systems. The ISO 14001 and ISO 14004 standards were developed based on experience in applying the principles of total quality management (as reflected in the ISO 9000 series of standards) to environmental issues and sustainable use of resources. In turn, the experience of developing and applying the ISO 14001 and ISO 14004 standards was taken into account when creating the ISO 9001 and ISO 9004 standards in the 2000 versions. Currently, the ISO 9000 and ISO 14000 series of standards are fully compatible.

Table 1.1 - Contents of ISO 14000 series standards

Businesses can use ISO 14000 standards for both internal and external purposes. Internal goals may be associated with the use of these standards as instructions for creating environmental management systems at the enterprise, as well as as a basis for conducting internal audits of the environmental management system. The external objectives of implementing the ISO 14000 series of standards are related to demonstrating to clients and the public that the environmental management system meets modern requirements.

The most important source of growth in production efficiency is the constant improvement of the technical level and quality of products. The current level of development of scientific and technological progress has significantly tightened the requirements for the technical level and quality of products in general and their individual elements.

The instability of quality, caused by partial deviations of the specified parameters, is random in nature. The time of their appearance can only be expected with a certain degree of probability.

There is another factor that influences the instability of quality assessments - this is the instability and variability of needs. Product parameters may strictly comply with regulatory and technical documentation, but consumer requirements change and quality, with unchanged parameters, deteriorates or is lost altogether.

It can be stated that product quality is in constant flux. Consequently, quality defines a chronically unstable object. This is an objective reality that we have to deal with.

1.2 Foreign experience in product quality management

The international community has developed a unified approach to standardizing technical requirements for product quality. An important role here is given to legislation as a form of state regulation of quality and methods for ensuring it.

At the present stage of development of scientific and technological progress, product quality is emerging as one of the key problems in the development of national economies. All industrialized countries of the world are actively searching for ways to solve the problem of improving product quality and its competitiveness in the world market.

Common to many foreign countries is an approach that has resulted in the concept of “integrated quality management”, the main emphasis of which is on the need to plan both the level of quality and measures to ensure it. The main principle is that quality cannot be ensured by inspection, it must be embedded in the product. In accordance with this, practical activities to ensure quality in companies are built.

A further development of the theory and practice of PQM is the concept of creating a Unified Product Quality Management System (EU PQM). The idea of ​​creating an EU UKP appeared almost simultaneously in different countries and was reflected in a number of models of similar systems developed by specialists from various industries. So, in the late 50s, one of the models was proposed by the President of the American Organization for Quality Control A. Feigenbaum. This model includes 17 elements of SCM, but covers only the production stage of products.

Specialists of the European Organization for Quality Control (EOQC) considered the quality assurance system model (Ettinger-Sittig model) in the form of a circle divided into 8 sectors, from studying demand to operating the product.

Unlike Feigenbaum's model, the Ettinger-Sittig model takes into account the influence of consumers on product quality; the cycle in it begins and ends with market research.

The EU QM model was further developed in the works of the American specialist in the field of quality control J. M. Juran, who proposed a “spiral of quality formation and improvement,” in which the QM process develops not in a vicious circle, but in an ascending spiral. This model involves constant study of the changing sales market and the behavior of products in operation.

Of greatest interest is the history of the development of quality management using the example of the three leading economic regions of the world: the USA, Japan and Western Europe.

Forms of quality management in American companies are very diverse due to their significant differences in size, volume and range of products, type of organizational structure, technological processes and a number of other factors that impose restrictions and require a strict linkage of the management management system to the specifics of the company. Integrated product quality management systems, as a rule, consist of three subsystems: executive, support and control and management, which together provide solutions to the problems of establishing a unified company policy regarding the quality of products, depending on their purpose and consumer requirements, in determining those responsible for quality products, in the development of a quality management system, the basis of which is the definition of quality criteria and the development of measures aimed at eliminating deviations of product parameters from these criteria. Quality management methods and programs, called “Improving Quality by Preventing Defects”, “Zero Defects”, largely using the organizational and technical elements and experience of the Saratov BIP system, have become widespread in US companies and firms. BIP system(Defect-free Manufacturing) is the concept of defect-free work, which is reflected in the Saratov system of defect-free manufacturing, introduced at enterprises in the Saratov region in 1955. This system was based on a mechanism for activating participants in the production process, stimulating them to identify and eliminate not product defects, but their causes. After re-presenting the product, the worker lost his bonus.

Since the 1940-1950s. a serious problem for US industry was the enormous costs due to low quality levels; 20-50% of the total operating costs of a typical American business went to detecting and correcting product defects. In other words, up to one quarter of all employees of the enterprise did not produce anything - they only remade what was done incorrectly the first time. If we add to this the costs of repairing or replacing defective products that left the enterprise and entered the market, then the total costs due to the low level of quality amounted to 30 percent or more of production costs.

Many US experts considered low quality to be the main obstacle to the growth of labor productivity and the competitiveness of American products.

The solution to the quality problem in the United States was most often tried to be found in various protectionist measures: tariffs, quotas, duties that protect American products from competitors. And issues of improving quality were relegated to the background.

The US administration, at the request of American entrepreneurs, took a number of protectionist measures to protect American manufacturers of automobiles, steel, consumer electronics, motorcycles, etc. Even leading American companies, in which product quality was considered the main goal, considered quality as a means of reducing production costs, and not way to meet consumer needs.

At the same time, the most experienced managers of US companies realized that it was necessary to improve the quality of American goods by increasing attention to the development of such problems as:

1) motivation of workers;

2) quality circles;

3) statistical control methods;

4) increasing the consciousness of employees and managers;

5) accounting for quality costs;

6) quality improvement programs;

7) financial incentives.

In the USA in the early 1980s. quality management came down to quality planning - and this was the prerogative of the quality service. At the same time, insufficient attention was paid to internal consumers - quality improvement plans were made without taking into account the needs within firms. This quality management process created problems rather than plans.

For the 1980s. characterized by a massive on-the-job training campaign as a way to improve quality and detect defects. Suppliers have also made efforts to train their staff on quality.

In the USA, the problem of quality has become more clearly understood. American industry has the resources, capacity, ambition and well-paid senior management. Huge investments in new technology and new product development, as well as new relationships between workers and management based on a common interest in improving product quality and performance, create the preconditions for a new technological revolution in the United States.

US specialists have high hopes for improving quality management, which should mean, in their opinion, a radical restructuring of management consciousness, a complete revision of corporate culture and the constant mobilization of forces at all levels of the organization to find ways to continuously improve the quality of American products.

New trends in the United States were most resisted by middle managers. For many of them, management policies based on a qualitative approach seemed to be a threat to their authority and even their position. Production workers, as a rule, are ready to take responsibility for the quality of their work.

The core of the quality revolution is customer satisfaction. Each worker on the assembly line is a consumer of the production of the previous one, so the task of each worker is to ensure that the quality of his work satisfies the subsequent worker.

Attention from the legislative and executive authorities to issues of improving the quality of national products is a new phenomenon in the economic development of the country. One of the main objectives of the national campaign for improving quality is to achieve the implementation of the slogan “Quality first!” Under this slogan, quality months are held annually, initiated by the American Society for Quality Control (ASQC), the country's leading scientific and technical society, founded in 1946 and currently numbering 53 thousand collective and individual members.

The US Congress established the National Malcolm Baldrige Awards for Excellence in Product Quality, which have been awarded annually to the top three firms since 1987. The awards are presented by the President of the United States on the second Thursday of November, celebrated as World Quality Day.

Analyzing the American experience in the field of quality, the following characteristic features can be noted:

Strict quality control of products using mathematical statistics methods;

Attention to the process of production planning in terms of volume and quality indicators, administrative control over the implementation of plans;

Improving the management of the company as a whole.

The measures taken in the United States aimed at constantly improving the quality of products immediately had an impact on eliminating the gap in the level of quality between Japan and the United States, which intensified competition in the world market, which is turning into a single, global market.

In Japan in the field of UKP Forms and methods have been developed that differ significantly from those used in the USA and Western European countries. Their features are the mutual responsibility of the company and suppliers for the production of quality products, long-term quality planning, information exchange, training in the field of management control, standardization, the use of computer technology, certification with the assignment of a quality mark.

In the late 40s - early 50s. Japanese specialists, having been trained by authoritative American scientists on quality management E. Deming and J. Juran, began to successfully apply this knowledge in Japanese industry.

Control charts were actively used to control the technological process. Royalties from Deming's book of lectures were used to establish awards in his name. Deming Gold Medals have been awarded since 1951 to individuals and businesses. All this has created an atmosphere in which quality management is seen as a management tool. Leading Japanese companies have implemented an integrated approach and principles of systemic quality management with the greatest completeness and consistency. The experience of such companies is carefully studied, analyzed, and attempts are made to borrow it in the USA and Western European countries.

It is believed that the Japanese approach to quality management has a number of distinctive features, but a comparative analysis shows that the theoretical principles are universal in nature and in this sense they are international. The quality management systems of those progressive foreign companies where these concepts have found the most complete and correct practical implementation are similar in nature, and the mechanism for introducing and developing systems is also universal in nature.

The distinctive elements of the Japanese approach to quality management are:

1) focus on continuous improvement of processes and labor results in all departments;

2) focus on process quality control rather than product quality;

3) focus on preventing the possibility of defects;

4) thorough research and analysis of emerging problems according to the principle of ascending flow, i.e. from the subsequent operation to the previous one;

5) cultivation of the principle: “Your consumer is the performer of the next production operation”;

6) full assignment of responsibility for the quality of labor results to the direct executor;

7) active use of the human factor, development of the creative potential of workers and employees, cultivation of morality: “A normal person is ashamed to “work poorly”.”

The main concept of the “Japanese miracle” is perfect technology, including production, management and service technology. Companies are widely introducing computer and microprocessor technology, the latest materials, computer-aided design systems, and statistical methods that are fully computerized are widely used.

A characteristic feature of the development of a quality management system in recent years is that it includes a communication system with the consumer and a communication system with suppliers.

Company managers see ways to solve the problem of further improving quality only in cooperation and mutual trust of suppliers, manufacturers and consumers. They see the main thing in the mandatory identification of the causes of inadequate quality, regardless of where they are found - at the supplier or the consumer, and the implementation of joint measures to eliminate the identified causes as soon as possible.

The practice of purposefully creating your own subcontracting network, which works with the customer on a long-term basis, deserves attention. Japanese firms managed to prove that even in conditions of free competition, such a principle turns out to be more effective than the annual competition of subcontractors practiced in the West.

Creating your own network of suppliers imposes serious obligations on the customer. They are associated with the organization of effective quality assurance subsystems at subcontracting enterprises by providing financial, technical and organizational assistance to them in establishing product quality control, modernizing production facilities, etc. For this purpose, special programs are being developed that involve studying the state of affairs of suppliers in the field of quality products, studying their production capabilities, training and education of personnel, development and implementation of other activities on which the quality of the supplied products depends.

If there are trusting relationships with suppliers, based on a joint search for ways to improve product quality, a transition to the trust system widespread in Japan is ensured, which provides significant savings in time and money required for incoming inspection of materials and parts coming from the supplier company.

Japanese experts believe that we need to start with facts and their analysis, and not with defending the logic of duties and responsibilities. We need joint efforts and collective decisions. The most important prerequisite for successful quality work is the preparation and training of personnel.

It has been repeatedly emphasized that the learning process should begin with senior management. It is more expedient to do this by engaging quality consultants. General information about quality activities given during the training process should be combined with specific techniques and recommendations. It is believed that it is better for each company to create its own training program, setting the necessary goals (increasing productivity, reducing the level of defects).

Leadership in the implementation and dissemination of the concept of integrated quality management should belong to the top management of the company. This rule becomes a single and universal basis for success.

In recent years, training has been carried out using the most modern methods. Programs for quality business games using personal computers have been developed. The student makes decisions himself and tries to create the best conditions for an imaginary enterprise to achieve high competitiveness of products.

Training of workers is carried out, as a rule, by their immediate supervisors - foremen, site managers. The training of foremen, site and workshop managers consists of a 6-day theoretical course and 4 months of practical activity.

At Nissan Motor, during the first 10 years of work, at least 500 days are allocated for off-the-job training. In the future, studies continue directly at work in the evenings and on weekends. The training process necessarily ends with certification, which is carried out periodically for all categories of workers, including managers. Certification is carried out by the heads of the relevant department with the involvement of specialists. The frequency of certification depending on the category of workers is once every 3 months, 6 months, once a year.

A number of specialists, in addition to the corporate exam, take a state exam. For example, at the Tabai Espek company, 75% of employees passed state certification of the Ministry of Labor. Training before state certification is paid. The company pays for the training. An employee who has passed state certification receives a salary increase.

Certification results are posted at workplaces. Certification is allowed up to three times. An employee who fails certification for the third time is considered professionally unsuitable for work in this workplace.

Training has a very important beneficial side effect: a change for the better in people’s personal attitudes towards quality work. It is believed that quality is determined 90% by education, consciousness and only 10% by knowledge. Training programs can only provide this 10 percent, but they provide an impetus for changing the attitude of employees towards quality, which in the future must be supported by constant efforts.

Much attention is paid to quality circles, the formation of which is voluntary. Research has shown that there is a direct correlation between circle attendance and activity at meetings on the degree of voluntariness, independence in choosing topics, and autonomy in resolving internal issues of the circle. Weekly meetings of circles are the only type of non-productive activity allowed during working hours. If the circles gather after work, the company pays compensation as for overtime. The slogans of quality circles are: “Quality determines the fate of the enterprise”; “What seems beautiful today will become obsolete tomorrow”; “Think about quality every minute.”

Workshop and factory conferences of quality circles are held regularly. Twice a year, quality circle conferences are held at the company-wide level. All-Japan congresses of representatives of quality circles are also held. A circle is considered officially recognized if it is registered by the Japanese Union of Scientists and Engineers (JUSE) and there was a notification about this in the journal “Foreman and Quality Control”.

At Japanese enterprises, a program for participation in quality assurance has been developed for personnel, called the “five zeros”. It is formulated in the form of short rules - commandments:

Do not create (conditions for the appearance of defects);

Do not transfer (defective products to the next stage);

Do not accept (defective products from the previous stage);

Do not change (technological modes);

Don't repeat (mistakes).

These rules are detailed for the stages of pre-production and production itself and are communicated to each employee.

Thus, we can highlight the main thing in relation to quality in Japan:

Widespread introduction of scientific developments in the field of management and technology;

High degree of computerization of all operations of management, analysis and production control;

Maximum use of human capabilities, for which measures are taken to stimulate creative activity (quality circles), instill patriotism for one’s company, and systematic and widespread training of personnel.

The concept of UKP in Western European companies As its chairman, Frank Nixon, expressed at the 4th annual conference of the European Society for Quality Control (ESQC): “The goal of industrial organization is to achieve the required quality at minimum cost. Required quality is defined as the quality necessary to ensure customer satisfaction by achieving a specified level of product reliability, i.e., its ability to serve its intended purpose.”

At the Siemens concern (Germany), quality assurance is understood as a system of all scientific, technical, organizational and economic means aimed at solving the general problem of ensuring high quality products. The quality assurance system at Siemens enterprises is structured in such a way that, in any case, quality criteria are established on the basis of comparable principles, starting from the processes of preparing the production of a product to dispatch to the consumer and maintenance.

In France, a system for organizing quality assurance has been developed, which includes the following requirements: the need to cover all types of operations affecting product quality (research and development, production, control, etc.), the need for only pre-defined operations. In most cases, the quality assurance system is built on the basis of the following four principles: high technical competence of personnel; availability of appropriate resources; the presence of internal systems in each specific department; mandatory availability of documentation relating to the goals and technical rules, forms and results of control, professional training and advanced training programs for personnel. These principles and practices apply mainly to large enterprises. The French Association for Quality Control and the regional Chamber of Commerce conducted an experiment at a number of enterprises aimed at introducing quality management in small and medium-sized enterprises.

During the 1980s. Throughout Europe there has been a movement towards high quality products and services and towards improvements in quality assurance itself. Quality systems based on the ISO 9000 series of standards were widely implemented. This resulted in a more consistent position on quality issues, more reliable supplies and more consistent levels of quality overall.

It is necessary to note the extensive and focused activity of Western European countries in preparation for the creation of a single European market, the development of uniform requirements and procedures that can ensure the effective exchange of goods and labor between countries.

An important place in this activity is occupied by special associations or organizations that coordinate throughout the region. In the process of preparing for the open pan-European market, proclaimed on January 1, 1993, common standards and common approaches to technological regulations were developed, national standards for quality systems created on the basis of ISO 9000 series standards were harmonized, and their European analogues were put into effect - EN series 29000. Great importance is attached to the certification of quality systems for compliance with these standards, the creation of an authoritative European certification body in accordance with the requirements of the EN 45000 series standards. These standards should become guarantors of high quality, protect millions of consumers from low-quality products, and stimulate manufacturers to new achievements in quality areas. For the normal functioning of the European market, supplied products must be certified by an independent organization. In addition to product certification, accreditation of testing laboratories and workers monitoring and assessing product quality is carried out. The most important aspect of their activity is monitoring the satisfaction of consumer requirements and resolving conflicts that occur between the manufacturer and supplier of products.

Firms are pursuing even more intensive policies to improve product quality, and processes are subject to stricter control.

Quality has become a factor in ensuring the competitiveness of European countries. To implement such a strategy it was necessary:

1) uniform legal requirements (directives);

2) uniform standards;

3) uniform processes for verifying that the company meets market requirements.

In 1985, a new concept for harmonization of standards was adopted, requirements for ensuring safety and reliability were introduced, but these requirements are advisory. At the same time, ensuring uniform requirements is of great importance. That is why Europe is guided by the fundamental standards ISO 9000 and EN 29000. Product marking with the CE mark has been introduced.

The European Coordination Council for Testing and Certification and the European Committee for the Assessment and Certification of Quality Systems were established. The committee includes certification organizations from the UK, Switzerland, Germany, Austria, Denmark, Sweden, France, Spain, Portugal, Greece, Holland, Belgium, Finland, Norway, Ireland and Italy.

The main objective of the work being carried out is to fully satisfy the needs of millions of consumers of the single European market at the lowest cost. The European market poses serious challenges for firms from other countries intending to enter it.

In order to withstand competition, the largest European companies join forces to select progressive forms and methods of product quality management, and associate their implementation with a guarantee of stable product quality. And it, as is known, includes stable technology, an appropriate system for maintaining the technological accuracy of equipment and accessories, metrological means of monitoring and testing products, and an effective personnel training system.

In September 1988, the presidents of 14 of the largest firms in Western Europe signed an agreement to create the European Foundation for Quality Management (EFQM), which, together with the European Organization for Quality (EOC), established the European Quality Award, awarded since 1992 to the best firms. Distinctive features of the European approach to solving quality problems are:

Legislative basis for carrying out all work related to quality assessment and confirmation;

Harmonization of the requirements of national standards, rules and certification procedures;

Creation of a regional infrastructure and network of national organizations authorized to carry out work on certification of products and quality systems, accreditation of laboratories, registration of quality specialists, etc.

A comparison of Western (USA and Europe) and Eastern (Japan) approaches to quality is shown in Table 1.2.

Table 1.2 - Comparison of approaches to quality

Typically, publications provide graphs of the dynamics of quality levels in Japan, Europe and the USA, based on the research of J. Juran, from which it follows that in 1975 there was a change in leadership in this area. The leaders in CP began to include countries that were famous in the recent past for low-quality products, were in an economic crisis, suffered from war, essentially did not have their own natural resources, but were seriously engaged in raising the country's economy and the living standards of the population based on the use of non-traditional methods of organizing CP. Quality turned into quantity - by 1985, Japan began to account for more than half of the goods sold in the world, such as cameras (84%), video cassette recorders (84%), watches (82%), calculators (77%), high-frequency kitchen stoves (71%), telephones (66%), motorcycles (55%), color televisions (53%), etc.

However, since 1991-1992. The leader in the field of quality, Japan, experienced an economic crisis, which led to a change in sales volumes and a decrease in the competitiveness of goods. Against this background, there was an alignment of quality levels between Japan, the USA and Europe.

The convergence of quality levels achieved by different countries of the world was the result of many reasons. One of the main ones is the creative exchange of best practices in quality improvement, the integration of all approaches and methods that humanity has mastered along the evolutionary path of developing the theory and practice of achieving high quality.

The unified approaches developed in this way, recognized by specialists from all countries, are now known as the principles of Total Quality Management (TQM).

TQM is a concept that provides for the comprehensive, targeted and well-coordinated application of quality management systems and methods in all areas of the enterprise: from research and development to after-sales service, with the participation of management and employees at all levels and with the rational use of technical capabilities.

The main goal of many companies in the world is to combine cost reduction with high, stable quality of products (services) and quick entry to the market. The approach to production management from the standpoint of total quality stimulates the optimal balance in the triad “quality - costs - time”.

The effectiveness of TQM depends on three key conditions:

1) the highest official at the enterprise vigorously advocates for improving quality;

2) investments are made not in equipment, but in people;

3) organizational structures are transformed or created specifically for total quality management.

1.3 Analysis of the state and development trends of the type of economic activity “Production of machinery and equipment” in the Republic of Belarus

Industry in Belarus is divided into mining, manufacturing and the production and distribution of electricity, gas and water. RUE "Gomel Casting and Normal Plant" belongs to the manufacturing industry, and if you look at the types of economic activities, then to the production of machinery and equipment.

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In general, improving product quality at the present stage makes it possible to increase the competitiveness of the Russian economy based on improving the quality parameters of domestic products. The problem of improving the quality of products in Russia is currently the most acute. This problem is especially relevant within the framework of Russia's upcoming accession to the WTO. At the same time, quality issues are relevant for absolutely all goods and services. This is especially evident during the transition to a market economy, during which the quality of products not only does not improve, but, on the contrary, worsens. In such a situation, domestic products may lose their competitiveness and will subsequently be replaced by higher quality foreign products. In such a situation, organizations of any form of ownership that do not pay attention to quality issues will simply go bankrupt. Often, domestic production technology and the technical level of capital equipment are much lower than in developed countries. But even if it is sufficient to quickly modernize production and create new technologies, it will be possible to justify these investment costs only through the release of competitive products or services that are in demand among consumers.

At the same time, Russia's forced entry into the WTO could damage the Russian economy. There is a possibility that after joining the WTO, domestic enterprises will lose their competitiveness. Considering the insufficiently high effective demand for some types of products in the domestic market, this may negatively affect all parameters and general trends in the development of the complex.

The government actively advocates for the Russian Federation to become a member of the WTO, since the economy cannot develop, being isolated from the processes of world trade, from international competition, in conditions of low labor costs, low energy prices, and a reduced tax burden.

An important point is that without WTO membership, Russia is isolated from participation in the development of new international trade norms and its interests are absolutely not taken into account. An important element of the current stage of the negotiation process is the agreement on the terms of membership in this organization. Meanwhile, a number of experts in various sectors of the economy speak out for a longer process of opening the domestic market for the products of Western companies, explaining their position by the fact that accelerated accession to the WTO could harm the Russian economy. Russia's accession to the WTO generally meets the long-term interests of the country's development; they believe that it is necessary to develop measures to protect the products of Russian manufacturers on the domestic market for a longer period than is proposed by the Government of the Russian Federation.

There are several reasons for this. Firstly, this is export, since the main export items are products of shallow processing of raw materials. The ineffective range of exports is determined by the demand for cheap Russian products of shallow processing of raw materials on the part of developed countries that focus their own production on the production of goods with high added value. This demand will continue in the future - regardless of whether our country is a member of the WTO or not. Russian products with a high degree of processing of raw materials are less competitive on the world market: they are inferior in quality and price due to backward technologies, high consumption rates of energy and raw materials, poorly developed infrastructure, etc.

Liberalization of the foreign trade regime due to Russia's accession to the WTO in conditions of low competitiveness of Russian products may lead to the displacement of domestic producers from their own market by foreign suppliers. The narrowing of the sales market will lead to a decrease in capacity utilization, which will reduce profitability and further increase the gap between prices for Russian and imported products.

To prevent this, it is necessary to increase the initial level of the customs tariff and increase the duration of the transition period for the most competitively sensitive products (iodine, calcium carbide, certain types of plastics and resins, tires, paints and varnishes). As for products purchased due to the lack of own capacities, it is necessary to establish minimum initial levels of customs tariff bindings, as well as achieve the maximum degree of protection for Russian producers.

In addition, in conditions when the export potential of the Russian Federation is practically exhausted, the most important task is to maintain the achieved level of foreign exchange earnings. The solution to this problem will depend not on WTO membership, but on the price competitiveness of domestic products, which, in turn, will be determined mainly by the rate of growth in prices for products and services of natural monopolies. Experts believe that a reduction in import tariffs will exacerbate the problem of low price competitiveness of domestic products, which, in the context of rising prices for energy resources and a shortage of funds for modernizing production, can lead to the further displacement of Russian goods by foreign analogues to the detriment of domestic producers. Thus, when establishing binding levels of import tariffs, advocate for a differentiated approach. In this case, it is not the degree of processing of raw materials that is taken as a basis, but factors such as: the importance of the product in ensuring economic and defense security; the presence of our own production facilities capable of meeting the needs for competitive products; limited technical and economic conditions for increasing competitiveness.

In general, effective integration of Russian enterprises into the international division of labor is impossible without stable quality and ensuring, on this basis, the competitiveness of domestic products.

A high level of quality of Russian goods may be a condition for the country to enter the world market and join the European Union and the World Trade Organization (General Agreement on Tariffs and Trade). And only if Russian manufacturers fulfill the requirements of the world market for product quality will it allow them to become equal partners in international trade.

Most developed countries have achieved a high level of quality of life thanks to the increased attention to this problem by their governments, leaders and employees of organizations. For example, Japan and Germany, which found themselves in a crisis situation in the post-war years and managed, thanks to attention to quality and improvement of management methods, to overcome difficult consequences, ensure the revival of the economy and take their rightful place in the global economic system. It must be remembered that it is the quality of work, products and services that is one of the most effective means of overcoming crisis phenomena, which is intended to play the role of a determining factor in the success of ongoing market reforms. A high level of product quality can ensure the competitiveness of Russian goods in the markets, and, consequently, lead to economic stabilization.