The international standards on control systems of quality of production
World experience of quality management was concentrated in a package of the ISO 9000 international standards accepted by the International organization for standardization (ISO) in March, 1987. In 1994. The updated option was issued, and in 2000 ISO accepted the new version of these standards - ISO 9000-2000 MS.
Today the ISO standards of a series 9000 are recognized practically as all countries of the world, accepted as national and introduced by a set of firms.
In Russia the ISO 9000-2000 standards are enacted in 2001 by acceptance and publication of GOST P ISO 9000-2001, GOST P ISO 9001-2001 and GOST P ISO 9004-2001.
Absence of the certificate on the quality system everything more becomes the main obstacle of an exit of the companies to a foreign market. The multinational companies demand from subsuppliers of obligatory introduction at their manufacturing enterprises of the ISO international standards of a series 9000.
The figures characterizing dynamics of certification of quality systems on compliance to their requirements testify to distribution in the world of these standards. So, if in 1993. In the world about 50000 systems, in 1995 - 100000, by 2000 - more than 900 thousand were certified.
Having realized that obtaining the certificate on the quality system became though not quite sufficient, but very necessary condition of civilized existence in the modern world, the Russian enterprises also introduce the ISO standards of a series 9000. However, them so far some hundreds. The reasons of such lag, according to experts, a little. First, it is still covered obviously up at the sled enterprises, left former domestic economy (and political system) both in understanding (concept) of quality, and in methods of management.
Domestic control systems of quality were rigidly blinkered strictly obligatory requirements of state standards and had to provide their performance. Modern approaches to quality management and the concept of this concept connected with market economy are realized not at once by heads of the enterprises. Those few enterprises which introduced the ISO standards of a series 9000 and received certificates on the quality system, as a rule, anyway were compelled to make it under pressure of foreign partners, i.e. participants of foreign economic activity. Besides, introduction and certification of the quality system - business expensive and in today's conditions is too expensive for many Russian enterprises.
Of course, there are also other reasons, characteristic for each separate enterprise. Most likely, effective stimulation of participants of economic activity to introduction of the international standards on quality systems is required. Such work in Russia began in the 1990th years and is carried out in several directions. First of all, it is awards of the Russian Federation for quality. The award for quality exists at the international, regional, national and corporate levels. Among criteria of an assessment of the applicant enterprise - a condition of the functioning control system of quality of production. For Russia it is a new kind of activity in the field of state regulation of quality of production, and the provision on an award for quality was created on the basis of accumulative international experience. According to experts, the Russian criteria of an assessment of the enterprise are close to the European provision on awards for quality.
The enterprise has to know criteria of an assessment of its work. In this plan experience of the USA where more than 100 enterprises annually participate in competition on a national award for quality is worthy attention, and the brochure with the list of criteria of an assessment is sold out in the circulation of 200 thousand copies. It appeared that the enterprises which are not participating in competition seek to learn criteria and to use them for a self-assessment. It gives the chance to the enterprises not only to estimate itself, but also to compare to leaders, and in the concrete directions, to establish to a t.a for itself certain ways of improvement of work. The self-assessment became so popular that a lot of things firms demand from subcontractors not only the certificate on the quality system, but also the proof of use of the self-assessment mechanism by them.
As way of stimulation of the Russian enterprises it is possible to consider competition on a rank "The best quality manager". Apparently, the condition of the quality system, so introduction of the ISO standards of a series 9000 and certification of system has to be the main criterion here.
ISO 9000-2000 differ in accurate orientation to the consumer, and a role of the director and as involvement of the personnel in process - one of the main principles based on TQM philosophy is possible full.
Control questions:
1. The factors influencing quality of production
2. Main stages of evolution of quality management. Five stars of quality.
3. Essence of individual quality control
4. Characteristic of statistical quality control
5. Purposes and problems of integrated management of quality
6. Process approach to quality management
7. The international standards on control systems of quality of production
Literature:
1 Момот А.И. Менеджмент качества: Учебное пособие для ВУЗов. Донецк: ДонГТУ,2000. - с.1-52.
2 Современное управление качеством на предприятиях: методы, инструменты, рекомендации. А.Ю. Афонин, В.А. Васильев, С.В. Васильева, П.В. Москалев, С.А. Одиноков, В.С. Родионов, М.А. Скворцов. - М.: ИТЦ «МАТИ» - РГТУ им. К.Э. Циолковского, 2002.
3 Тони бенделл, Тед Марра, Джонатан Сиверанс. Модернизация методики "Шесть сигм" - ориентация на потребителя.//Европейское качество. - 2001 г. - №5. - с.121 - 126.
4 Мазур И.И., Шапиро В.Д. Управление качеством: учебное пособие.
М.: Высшая школа, 2003. - С. 75-77.
5 Лапидус В.А. Всеобщее качество (TQM) в российских компаниях. - М.: ОАО "Типография "Новости", 2000. - 432с
Lecture 3
Theme: Evolution of forms of quality management. The factors influencing quality of production. Emergence of a system approach. Quality systems: BIP, SBT, KANARSPI, NORMS, KSUKP. Advantages and disadvantages.
Lecture plan:
1 Purposes and tasks general quality management (TQM)
2 Basic provisions of TQM
3 Principles of TQM
4 Basic elements of the modern TQM model
5 ISO 9000 and TQM Standards
In modern business competitiveness of the company depends on quality of management of the organization. In Kazakhstan every year the increasing number of heads see stability of the enterprises in the debugged control system meeting the international standards. The problem of quality of management especially is actual in the light of the planned entry of Kazakhstan into the WTO and emergence of the competition from the foreign companies. The task of heads of the Kazakhstan companies is also simple and difficult at the same time - "not to invent the bicycle", and gradually and purposefully to adopt more than semicentennial experience of management at the foreign companies, considering national specifics, and also to study on examples of the domestic leading enterprises.
The aspiration to stimulate production of goods, competitive in the world markets, initiated creation of a new all-organizational method of continuous improvement of quality of all organizational processes, production and service. This method received the name - general quality management (TQM).
The main idea of TQM consists that the company has to work not only on quality of production, but also on quality of work in general, including work of the personnel. Continuous parallel improvement of these three components: quality of production, quality of the organization of processes, and a skill level of the personnel - allows to reach faster and effective development of business. Quality is defined by such categories as extent of implementation of requirements of clients, growth of financial performance of the company and increase of satisfaction of employees of the company with the work.
TQM turns on two mechanisms: Quality Assurance (QA) - quality control and Quality Improvements (QI) - improvement of quality. The first - quality control - supports a necessary level of quality and consists in granting by the company the certain guarantees giving to the client confidence in quality of these goods or service. The second - improvement of quality - assumes that it is necessary not only to support a level of quality, but also to raise, respectively raising also the level of guarantees. Two mechanisms: quality control and improvement of quality - allow to improve, develop business constantly. In modern conditions of economic development formation of strategy of development of the enterprise has to be focused and be based on modern concepts and methods of total quality management which basis is made by the management style based on production qualitative from the point of view of the customer of production and services. TQM is defined as the team process concentrated on quality, focused on the customer, based on the facts, operated.
TQM is directed on systematic achievement of a strategic objective of the organization through continuous improvement of work. The principles of TQM are also known as "general improvement of quality", "world-class quality", "continuous improvement of quality", "general quality of services" and "general quality of management". The word "general" in the concept "General Quality Management" means that each employee of the organization has to be involved in this process, the word "quality" means care of satisfaction of needs of the client, and the word "management" concerns to employees and the processes necessary for achievement of a certain level of quality.
General quality management is the systematic, integrated and organized style of work directed on its continuous improvement and the approaches uniting in themselves world experience for improvement of quality of production and competitiveness of the enterprise.
Use of modern methods of improvement on improvement of a control system of the enterprise and increase of its competitiveness are based on the principles and the TQM methods is ISO 9000, an award in the field of quality, a benchmarking, a self-assessment. These methods and the principles at the Kazakhstan enterprises one of actual problems of improvement of a control system of the enterprises are how effective and applicable. Approaches of improvement arise evolutionarily and have methodological and practical base. Managers of the western companies perceive orientation to the consumer, continuous improvement, process approach, involvement and interest of workers, social responsibility of business as the integral principles of business, at us these principles are entered artificially therefore the problem of adaptation of the western approaches comes to the forefront. Heads of our enterprises, on the one hand, understand that it is necessary to change philosophy, on the other hand, there is a mass of barriers: ignorance as well as what to change, resistance of workers, misunderstanding of colleagues and partners in business. Effective strategy of introduction of TQM at the enterprises was application of models of awards of quality which define and describe the principles of TQM in the form of the most clear to heads of the enterprises. The self-assessment of the organization is other effective instrument of modern approaches to management. However in Kazakhstan the self-assessment did not realize also small part of the potential, except financial performance, the Kazakhstan heads it is not enough that estimate at the organizations. Reasons for that a little. First, absence of criteria for an assessment or ignorance of techniques of a self-assessment. Secondly, there is a serious distortion of data when involving in process of a self-assessment of heads of an average link and workers - desire to embellish the existing situation to please the head, to point fear to mistakes and miscalculations, all this disturbs an objective assessment of the enterprise.
Thirdly, heads shift all activities for a quality assessment to the relevant divisions of the enterprise or do not see sense in a useless, in their opinion, waste of time and forces.
Analyzing any of instruments of improvement, we come to one conclusion that absence of basic culture of TQM disturbs effective introduction and use of these tools at the Kazakhstan enterprises when the culture and philosophy of quality at this enterprise is absent or is created is declarative. It is impossible to improve what is not present. Formation of culture of quality - and only then its improvement is necessary at first.
The ideology of TQM is the management style based on production qualitative from the point of view of the customer of production and services. TQM is defined as the team process concentrated on quality, focused on the customer, based on the facts, operated. General quality management is not the program; it is the systematic, integrated and organized style of work directed on its continuous improvement. It not an administrative whim; it is the management style checked by time, it is successful decades used by the companies worldwide.
2 General quality management is based on the following basic provisions:
- quality cannot be provided by check, that is by means of function of technical control; it has to be put in a product, and from the first stages of its conceptual development;
- only 15-20% of the problems connected with quality of production arise because of direct performers of productions, and 80-85% - because of administrative systems, responsibility for which functioning is born by the top management; the solution of these problems demands purposeful adjustment, but not "fire measures";
- quality of production is formed in the course of all production economic activity of the enterprise and can be provided only in case all personnel takes in it part with a due measure of responsibility; control of subjects is more effective, than it is more focused on control of processes, but not production. - creation of a cult of the consumer which consists in consecutive, persistent work on studying of inquiries of clients;
- the organization of work on improvement of quality of production at all stages of a production cycle and especially - at a stage of the production; establishment of long-term partnership with suppliers for improvement of quality of components and decrease in costs of production;
- product quality control is considered in continuous interrelation with quality working and quality of his life; according to it firms purposefully are engaged in preparation and education of shots; each company creates the system of preparation and personnel training; thus quality management is considered as process which kernel is quality of production;
- realization of the principle of participation of all personnel in a control system of quality; each worker - from the worker to the head - has to take active part in this work;
- maximum use of intellectual potential of all workers, including workers; it is expressed in the organization of activity of circles of quality; a main objective of such circles is the collective analysis of a situation on a concrete site of production and development of suggestions for improvement of quality and to increase of productivity; the important purpose of creation of such circles is also acquisition by their members of new knowledge;
- organization of an effective educational system and training of all categories of workers in the advanced methods of creation, production and effective use of high-quality production; broad development of constantly operating system of quality promotion of production, carrying out months of quality and conferences for masters and foremen; state regulation of improvement of quality of production; control from the state of quality, including behind quality of the exported production which surely passes certification;
- widespread introduction in production of the high-automated technological processes;
- exclusively serious and attentive relation to the organization of work on a workplace based on realization of the principle 5 "C" called on the first letters of Japanese words: "seyr" - organization; "сейтон" - neatness; "сеисо" - purity; to "seikeets" - cleanliness; to "seysuka" - discipline; in particular, maintenance of purity is a duty not only the special personnel, but also all workers and masters; is not something unusual the show of the master sweeping a floor; the clean floor in shop is important not only for improvement of quality of production, but also for improvement of labor morals;
- inclusion in duties of workers of preventive maintenance of the equipment at which they work;
- strict observance of 2-week production plans;
- use of systems Kanbang and "precisely in time";
- providing the right to workers at control of quality to bring the remarks to any level of the administration;
- use at quality management of decentralization in combination with centralization (for example, through creation of corporate committees of quality), etc.
Principles of TQM
Any discussion of TQM has to begin with the description of fourteen universal principles of Edward Deminga directed on quality management.
1. Establish compliance of the purposes with the plan of improvement of quality. The top management has to create and publish for all employees of the company the document on intentions with the plan and clear definition of the purposes. The objectives have to be surely achieved.
2. Accept new philosophy of quality. Everyone, from the top management to the lowest worker on a position, has to accept a call of improvement of quality, acquire the duties and adhere to requirements of new philosophy. Production of bad quality never has to reach the customer. The organization has to make it a rule that defects on quality of production can arise, but defective production never has to arrive to the customer.
3. Put an end to negative dependence on too frequent inspections and audit of quality. The purpose of inspections - improvement of processes and decrease in expenses, but not simply search of defects. The need for frequent inspections can disappear due to ensuring initial quality of work.
4. Stop practice of a choice of suppliers, being based only on the cost of their goods and services. It is necessary to exclude the contracts promising the lowest expenses (and meaning the worst result); instead it is necessary to care of minimization of an overall cost of projects. Than constantly to look for the cheapest seller, and then to have problems with poor quality of production, it is worth seeking for work with the constant supplier. Then it is possible to build the long relations based on loyalty and trust.
5. Identify problems and work continuously to improve the quality monitoring system. The organizations have to improve constantly a control system and quality control. Many managers are inclined to think that in structure of such programs there is a beginning, the middle and the end. General quality management has no end, it is continuous process. The phrase "continuous improvement" has to become the general care within the organization.
6. Found training. It is necessary to enter modern methods of formal training, especially for new employees. Training in the course of work is not acceptable as the new worker, most likely, will begin "to study" on a nakatanny way, performing work near kondovy "veterans" who can oppose to TQM innovations. Training is possible and for external customers if it focuses them on the purposes to which the company aspires. Later, when the company will wait from these external customers of quality of inquiries of a certain level, their former training will be useful.
7. Train and found the management. Instructions on should not be the purpose of the management only what work to perform, but also the help in better to perform this work. The management has to be trained skillfully, and the organizations have to train the managers to be good leaders.
8. Eradicate fear at work. In the company the atmosphere of trust and innovation that each employee could work effectively for the benefit of improvement of the organization in general has to be created. The set of fears at work is caused by quantitative estimates of quality of work. Workers seek to do demanded to receive these good marks which do not have any relation to quality. Employees should not be afraid to bring new ideas, and the organization has to treat failures when workers experiment new ideas tolerantly.
9. Eliminate barriers between divisions. The top management has to establish between divisions interaction, but not the competition. It has to optimize efforts of teams in the direction of intentions and is more whole than the organization instead of kindling between divisions of the competition.
10. Avoid empty slogans on workplaces. The management should exclude slogans and appeals to full eradication of defects and mistakes, increase of efficiency without granting to workers means and the description of methods of achievement of such heights. Similar admonitions only create conflict relationship. The majority of the reasons of poor quality and unproductiveness of work in the organizations belongs to a control system and therefore something exceeds possibilities of employees in it to change.
11. Minimize (or optimize) working standards and quantitative indices on production. The top management has to put improvement of quality of services above, than quantitative indices. Exclude such individual " monitoring systems a punishment/award" as, for example, bonus payments and penalties. Exclude the management founded on aspirations. That achievement of the objectives did not depend only on aspirations, managers have to develop methods of improvement of quality, and also attract the management to the help to workers in achievement of their personal purposes.
12. Give the chance to employees to be proud of the skill. The organizations have to cancel system of rating estimates of merits and not accuse workers of refusals of systems which are out of their control.
13. Encourage and stimulate the developed educational programs, programs a feather - and professional development. Involve the leading specialists instructors, to training and education of employees. Enter the training relating to statistical idea of the organization and then expand it to the general vision of processes. It will give an idea of the organization in general, as of a uniform organism.
14. Transform. Aim each employee at introduction let of small transformations, but for improvement of all company. Transformation is a work of each employee, and not just the management. Create something like information center to inform all employees on this progress.
These fourteen principles form a basis of General quality management and for introduction of the program of comprehensive quality management it is necessary to take the following measures:
Formation of accurate commitment of the purpose of improvement of quality of products and services. Constancy of such purpose demands innovations, investments into researches and training, continuous improvement of production and services, maintenance in a due condition of the equipment, equipment and everything that is necessary for production.
Adaptation to new philosophy. The operating structure of the enterprise should be transformed and believe in the unique qualitative products and services.
To eliminate dependence on mass inspection. It is necessary to inspect production and services only in that volume which gives the chance to reveal ways for process improvement.
The production supply practice termination, being guided by only one price tags. Goods at low prices are seldom identified with high quality. The supplier should be chosen on the basis of marks about improvement of indicators of its work, and only after that it is possible to pass to long-term cooperation.
Continuous improvement of the vital products and services. Improvement cannot have single character. The management is responsible for development in the organization of practice of periodic improvements of quality and productivity.
Training. Workers have to know how it is correct to carry out the duties even if new knowledge is necessary for them for this purpose.
Leadership. Leadership cultivation - a problem of the operating personnel. Managers have to have rights to reveal barriers which prevent the personnel to be proud of that they do. Usually workers know that it for barriers.
Fear elimination. Usually people are afraid openly to state concern about problems known for it - it is possible to get in the heat of the moment the chief. Managers need to create the atmosphere of trust in which workers freely express the concern about something.
Demolition of barriers between regular structures. Managers should call all for team work. For this purpose it is necessary to help to work to the personnel from different sites or departments with one collective. Improvement of interaction of departments promotes better decision-making.
Cancellation of the slogans and appeals addressed to workers. Use only of one slogans, without understanding of the processes happening on a workplace can offend workers - they can take it for a hint that it would be generally possible to work much better. Managers should reflect on other ways of motivation of people in the organization.
Cancellation of quotas. Quotas harm to quality not less, than other working conditions. Near them simply does not remain places for introduction of improvements. Flexibility is necessary for workers for ensuring such level of service which is required to consumers.
Elimination of the barriers disturbing to formation of professional pride. It is necessary to create all conditions that the worker was proud and was held in general respect how he is able to work.
Development of perfect programs of training and retraining. In the conditions of continuous updating, there will be changes in requirements for separate works. Thus, it is necessary to provide training and retraining of workers that those could cope with the updated functions successfully.
Active actions for achievement of transformation. Management has to work with one team for performance of the previous actions.
The most important TQM elements are:
- Involvement of the top management: strategy of quality has to provide continuous, continuous and personal participation of the top management (head) of the company in the questions connected with quality in the companies (organization). This one of the main and indispensable conditions of successful introduction of TQM which is pledge of successful work of the enterprise in questions of ensuring quality.
- Emphasis on the consumer: to focus all activity of the enterprise for needs and wishes of both external, and internal consumers
- Universal participation in work: to provide opportunities for real participation of everyone in the course of achievement of a main goal - to satisfy inquiries of the consumer
- Attention to processes: to focus attention on processes, considering them as optimum system of achievement of a main goal - maximizing value of a product for the consumer and minimization of its cost as for the consumer, and the producer
- Continuous improvement: constantly and continuously to improve quality of a product
- Basing of decisions on the facts: to base all decisions of the enterprise only on the facts, but not on intuition or experience of her workers