Criteria of motivation for the controller otk. Judicial practice. Sample order for disciplinary action

18.04.2020

Employee bonuses

The bonus system performs the functions of ensuring the interest of employees in the results of work, compliance with planned proportions, and accurate work in a given mode.

Bonus systems should be carefully aligned with the features and objectives production activities enterprise (or its divisions), which will largely determine their effectiveness and expediency.

Under normal production conditions, the premium in total earnings should not exceed 50%. An increase in the share of the premium may lead to the fact that it ceases to fulfill its function and becomes part of wages. Although one-time deviations from the upper limit of the premium are possible.

It should be noted that no matter what bonus system operates in production, it should include and optimally combine each of the bonus elements, namely:

source of funds for bonuses;

specific bonus indicators;

bonus conditions;

the amount of bonuses for each indicator of bonuses for the main results economic activity and reward scales

award dates;

a list of persons, professions and positions of employees of enterprises subject to bonuses;

a list of production omissions for which the employee may be deprived of the bonus in whole or in part, as well as the procedure for de-bonding;

the procedure for introducing, changing and canceling the bonus position and the period for which the provision is introduced.

Conditions and procedure for bonuses, bonus indicators taking into account the tasks facing each category of employees, the amount of bonuses (as a rule, as a percentage of tariff rates (official salaries) or piecework earnings) are set out in the Bonus Appendix. It can be issued in the form of a section or annex to the collective agreement.

Bonuses for workers at the enterprise. Organization of bonuses for workers.

The regulation on bonus payments to the workers of the enterprise is developed by the employer or a body authorized by him, agreed with the trade union committee and included in the collective agreement in the form of a section or annex to it.

To ensure the stimulating effect of bonus systems on the performance of workers, the following requirements must be met:

decide on the purpose of bonuses, which may consist in increasing the technical level and quality of products, labor productivity and sales volumes (with a high demand for products); reduction in the cost of production due to the saving of all types of resources;

establish bonus indicators depending on the results of the work of certain groups and categories of workers;

the number of indicators should not exceed three;

conditions and indicators of bonuses should not contradict each other, so that the improvement of some indicators (conditions) does not cause a deterioration in others. Indicators of bonuses for workers in the main production, characterizing qualitative results their work may be:

when stimulating the improvement of the quality of products, works, services: increasing the grade (brand) of products, increasing the level of delivery of products on demand; reduction of cases of return of low-quality products after inspection by employees of the technical control department (QCD); absence of claims (complaints for products, works, services) from other departments of the enterprise or consumers; decrease in the level of marriage compared to the previous period, etc.;

when stimulating cost reduction: saving raw materials, materials, fuel and energy resources, tools, spare parts;

when stimulating the development of new equipment and advanced technology: increasing the load factor of equipment; shift ratio of new types of machines and equipment; reduction of terms of development of new technologies, etc.

For workers engaged in maintenance of production, it is advisable to establish bonus indicators that directly characterize the improvement in the quality of their work: ensuring the uninterrupted and rhythmic operation of the equipment of the main workshops; timely repair and increase in overhaul periods of equipment operation; reducing the cost of repair and maintenance of equipment; uninterrupted and rhythmic provision of jobs with materials, raw materials, tools, vehicles, all types of energy, etc.

It is advisable to reward the workers-controllers of the Quality Control Department for the implementation of planned measures to improve the quality and prevent defects in products (works, services); the absence of passes of defective products for the next operations or outside the given site (workshop, enterprise); lack of complaints from consumers; reduction of cases of return of products (assemblies, parts) from the following operations, sections, workshops, etc. The above indicators can be used as independent indicators of bonuses.

In hardware processes and automated production, where equipment downtime poses a threat of non-fulfillment of the production plan, bonus conditions are necessarily set for these indicators - the fulfillment of the production plan by the site, workshop, team, if these workers serve them.

Special bonus systems for employees of enterprises The use of special bonus systems for:

creation, development and introduction of new equipment, progressive technologies, new types of products;

sales of products for export;

collection, storage, processing and delivery of scrap and waste: ferrous and non-ferrous metals, hard alloys, tool and high-speed steel, abrasive tools;

collection, storage and delivery for regeneration lubricating oils and other petroleum products;

saving fuel, electricity, heat and other energy carriers;

collection, storage, sorting and delivery of secondary raw materials.

Based modern conditions the functioning of production, entry into the market economy, other systems of organizing payment and stimulating the efficiency of labor of workers, managers, professionals, specialists and technical employees may arise.

Reasons for depriving employees of bonuses

Employees of the enterprise may be completely or partially deprived of bonuses for production omissions or other misconduct, which are determined by the enterprise in the Regulations on Bonuses.

Such manufacturing omissions or other wrongdoings may include:

violation of the requirements of production or technological instructions;

return by buyers of goods of good quality;

violation of labor protection standards;

non-fulfillment or improper fulfillment of business contracts;

appearing at work in a state of intoxication;

violation of the established mode of operation;

being late for work;

premature departure from work;

disclosure of trade secrets, etc. The deprivation of the bonus in whole or in part in connection with the commission of a production omission must be issued by order so that the employee knows on what basis he is deprecated and has the opportunity to protect his rights.

"AGREED"
Chairman of the trade union committee
____________ P.P. Bortsov

"APPROVE"
CEO
JSC "Company" JSC "Company"

D.D. Directors

POSITION
on bonus pay for employees
department of technical control (QCD)

Introduced from ______________ year

General provisions

1. This provision has been developed in accordance with the "Collective Agreement" and is being introduced to improve the efficiency of the technical control department. The main performance indicators of the department is to improve the quality of products, the absence of external and internal complaints.

2. This provision applies to employees of the technical control department of the following areas of the organization of quality control of products and incoming materials:
- Workshop No. 1;
- Workshop No. 2;
- Workshop No. 3;
3. Bonus wages paid under this provision are included in the cost of production and taken into account when calculating the average wages for employees. The payment of the bonus is made within the time limits specified for the issuance of wages.

4. Newly hired employees within probationary period in the workplace, the bonus is calculated in the amount of 50% of the total bonus. In case of early certification of an employee, the bonus is accrued in full from the moment of certification.

5. In case of dismissal of an employee for any reason, the bonus for the month in which the employee is dismissed is not charged.

6. The CEO may deprive an employee of the bonus in whole or in part for violating the rules labor discipline, labor protection standards, failure to comply with the orders of managers as part of their job duties.

The head of the QCD of the plant has the right: to stop the acceptance and shipment of products that do not meet the standards, specifications, drawings and set completeness, with immediate notification of the director of the plant; reject materials, semi-finished products, blanks, parts and products at any production site that do not comply with drawings, specifications, standards and standards; do not accept incomplete or inappropriate technical documentation finished products; demand high-quality manufacturing of products from departments and workshops; prohibit the use of control and measuring devices that have not passed the next verification; accept, transfer and dismiss QCD employees in accordance with the established procedure, as well as take measures to encourage QCD employees and impose penalties on them.

According to the marriage notices issued by the Quality Control Department, the accounting department keeps a complete record of the marriage in monetary terms, and the Quality Control Department performs technical accounting of the marriage to prevent it and analyze the reasons for its occurrence. The department of the chief technologist develops technical control operations included in the overall technological process. Production and control operations are recorded in a single technological documentation.

The tasks of the chief technologist include the study, design and implementation of the means of mechanization and automation of control, as well as the introduction of new control methods in parallel with the introduction of new technological processes production. The work of the department of the chief technologist on the introduction of new methods and means of control is carried out with the obligatory participation of QCD employees.

Accounting for defects in machine-building production

For wrong charges Chief Accountant bears responsibility under clause 4.1 of the instruction. Thus, the violation of the chief accountant F.AND.Oh. their official duties revealed on 11/23/13. Written explanations were requested from the employee, in which the chief accountant explained that he had erroneously calculated wages for part-time workers in the amount of 100%.
In view of the foregoing and the norms of Articles 192 and 193 of the Labor Code of the Russian Federation, I order:

Involve chief accountant F.I.O. to disciplinary responsibility and reprimand him.
For the duration of the reprimand, deprive the employee of the remuneration and bonuses established by the collective agreement.
Head OK F.I.O. ensure that the employee is familiarized with the order against signature within 3 workdays.
I reserve control over the execution of the order.

Reason: act of inspection dated 11/23/13, written explanations of the chief accountant F.I.O.

Pereosnastka.ru

Attention

Director "Name of organization" Full name Agreed by: Leading Legal Counsel Full name In words: familiar with the order. Chief accountant (signature) Full name, December 14, 2013. Order on the fine of an employee: sample A fine according to the rules of the Labor Code is not a disciplinary sanction, however, the employer may, if there are grounds, fine the employee.

Sample order for disciplinary action quite suitable as a cliché and for imposing a fine. It is only necessary to correct the preamble with justification, for example, as follows: “For violation of the deadlines for submitting tax reports in accordance with the Regulations on Bonus Payments to Employees”, guided by clause 5 collective agreement“Name of the organization”, I order: Deprive the accountant of his full name. awards for March 2014. Removal of "discipline" The basis for the early removal of a disciplinary sanction from an employee is an order to remove a disciplinary sanction, the sample preamble of which is given below.

work injury

APPROVEDGeneral Director of JSC "Company" V.V. Umnikov » » 2018 Job description of the senior control foreman of the technical control department of JSC "Company" 1. General provisions 1.1 Senior control master of the technical control department of JSC "Company" reports directly to the head of the technical control department of JSC "Company" or the head of the technical control bureau, if this position is provided.
1.2 The senior control master is appointed and dismissed by order CEO JSC "Company" on the proposal of the Deputy General Director for Quality and Metrology or the Head of Quality Control Department.

Competition “There is such a profession! - 2006"

Service relationships The senior control foreman of the technical control department interacts: 5.1 With the central laboratory of measuring equipment: - provides: requests for high-precision and arbitration measurements and tests. Measuring instruments for verification, according to the schedule, out of order before the next verification. Measuring instruments for rechecking or repair; - receives: graphs for checking measuring instruments.
Information about the withdrawal from circulation of faulty measuring devices that did not pass inspection within the established time limits. 5.2 With workshops and sites: - provides: a conclusion on the conformity of products with the requirements of those. documentation (TU, GOSTs, drawings, standards, manufacturing technology); - receives: accompanying technical documentation (drawings, diagrams, standards and manufacturing technology for products).

Sample order for disciplinary action

Reprimand, Reprimand, or Dismissal - An employer can only choose one measure for a single misdemeanor.

An order is presented to the employee for review against signature no later than 3 workdays.

A document drawn up in this way with reference to the written explanations of the employee or their absence, with the signature of the employee becomes a full-fledged basis for applying the sanction. Sample order on disciplinary action Order No. 13 dated December 13, 2013 On disciplinary offense and liability An audit of the enterprise's economic activities for 2012 revealed facts of illegal excess of wages paid to part-time workers (clause 6 of the audit report, signed on November 23, 2013) In accordance with clause 2.3 job description the chief accountant is obliged to ensure the conduct of accruals in accordance with applicable law.

Destructive methods include the following tests: - tensile and compression tests; - impact tests; - tests under repeated-variable loads; - hardness tests. Non-destructive methods include: - magnetic (magnetographic methods); - acoustic (ultrasonic flaw detection); - radiation (defectoscopy using x-rays and gamma rays); Thus, the product quality control system is a set of interrelated objects and subjects of control, used types, methods and tools for assessing the quality of products and preventing defects at various stages. life cycle products and quality management levels. Accounting for defects in machine-building production Attention The technical control department (QCD) is independent structural unit enterprises and reports directly technical director.

Ordinance on the punishment of guilty controllers

A sample disciplinary order will make it much easier to hold an employee accountable. Disciplinary sanctions and the rules for their application The procedure for imposing sanctions is also established Labor Code, and the employer is not entitled to deviate from it. The basis for holding an employee liable is a sample order. Upon detection of a misconduct, the head of the first level petitions for a disciplinary sanction, and then the employer proceeds as follows:

Requests written explanations from the employee. In case of his refusal, he draws up an act.
Issues a disciplinary order.

Info

Every adult at least once in his life went to work. Everything starts pleasantly: agreements, obligations, hopes. But anything happens: sometimes an employee violates his production duties, intentionally or out of ignorance.

And then comes the responsibility. Disciplinary sanction: types, grounds Disciplinary measures are applied to an employee for non-compliance with labor agreements and obligations assumed in terms of work schedule, implementation of management orders, compliance with labor protection standards and other nuances labor relations recognized as mandatory by law. The employer can only choose disciplinary sanctions from the list provided for by the Labor Code, and for certain categories workers - by disciplinary charters: it is forbidden to invent sanctions on your own.

ALL-RUSSIAN NEWS OF LEAN PRODUCTION

AVIASTAR-SP: IN 2015 THE EMPLOYEES OF THE COMPANY ALREADY SUBMITTED 3500 KAIZEN OFFERS

Are you a successful and promising employee, but you are unhappy with the fact that the company, in your opinion, is not spending money very efficiently or the working conditions leave much to be desired? Do you know how to fix it? Do you have ideas and have you even calculated how much profit can be brought to the plant if something is changed in the department or workshop? Contact Lean Manufacturing (BP). Initiative people are always welcome here and new ideas are appreciated.

Suffice it to say that this year Aviastar employees wrote 3,500 applications in order to further improve the quality of work at the enterprise. Many of them are specific rationalization proposals and kaizen proposals with an economic effect, - explains the head of the bureau for innovation, invention and kaizen proposals Dmitry Mironov, with whom we decided to talk about this topic.

He noted that in order to work with thinking and creative people, responsible engineers of the main and auxiliary productions are currently working in each factory division. In some places, responsible representatives for the workshop are introduced - these are metallurgy, UIT, etc. They are engaged in paperwork, holding workshop committees, at which the proposals of the authors are considered and appropriate decisions are made. Employees wishing to take on this responsibility within their department may contact the Improvement Department. production system. Cash surcharges are provided for this, taking into account each submitted proposal that brought economic benefits.

According to Dmitry Mironov, most often with effective offers metallurgists turn to them. And there are practical results. So, in shop 215, the manufacture of stampings for the Il-76MD-90A product was previously carried out on a two-ton hammer. At the same time, the insufficient force of the stamping equipment led to incomplete filling of deep ribs and understamping of the streams on the mirror of the stamping equipment. As a result, the guide hammers often broke. In this regard, it was decided to transfer the production of stampings for aircraft parts to a three-ton hammer, which made it possible to eliminate defects and obtain an economic effect. The application was accepted in 2014, and the project itself was implemented in 2015. The bonus for a fruitful idea was paid to employees in June of this year.

Here is another high-performance example implemented in production. To check some specifications on an airplane, four batteries were previously used: two on each wing console, which was costly. One of the POS leaders suggested making two portable simulators that can be recharged to replace them. And most importantly - they do not need to be bought and they significantly reduce costs. This project has been successfully implemented and is effectively used in our company.

Specialists of the bureau for innovation, invention and kaizen proposals ask you to pay attention to the fact that in order to submit an application for improving productivity or working conditions, you must be ready to reasonably prove the proposed economic efficiency her for the enterprise. Therefore, constant work is carried out with innovators in order to bring their creative idea to its logical conclusion.

By the way, for each kaizen proposal, authors or participants are paid monetary rewards from 200 to 2000 rubles monthly. For a rationalization proposal with a kaizen effect, the amount of payments is measured on a gradation scale, but not more than 10 average salaries for the enterprise. Permanent innovators are waiting for additional rewards. Thus, two young specialists of Aviastar were recommended for the nomination “Best Young Innovator”. These are employees who have already filed more than 10 effective ideas. And on August 10, Aviastar will launch a special contest for the "Best Efficient Proposal" in order to intensify the "Lean Production" program.

As statistics show, the person who submitted the first application with a productive idea and received a monetary reward for it becomes a “professional” innovator, actively thinking, looking for new ways to reduce production costs.

SERGEY POPOV, PMZ: "PERM MOTOR PLANT HAS AMBITIOUS PLANS"

Sergey Popov, Managing Director of OJSC PMZ, Head of the Engines for civil aviation» talks about how you managed to get away from rash costs, what tools lean manufacturing uses the company and what goals it sets for the coming years.

The previous two years were quite successful for the Perm Motor Plant. The enterprise managed to be made profitable, first of all, due to the well-coordinated work of the team. In more detail, the company began to pay more attention to costs. We have tried to completely get away from rash costs - whether it is the purchase of expensive equipment or an order to a component supplier, there must be a rationale for each action. Moreover, we tried to convey this to each employee - specific goals were set, their significance was explained. The results speak for themselves. The principles of lean manufacturing are being introduced at the plant. To be honest, I would like them to be used more widely. I think, first of all, work in accordance with the principles of the 5S system accustoms people to the simplest and most complex - to order. This includes cleanliness in the workplace, and the consistency of compliance with technologies, rules, and standards.

But the most important thing in applying lean manufacturing tools is consistency. After all, you can introduce anything by force, but you just need to ease the pressure, and if people don’t understand the need to use this or that tool, we will very quickly give up the won positions. And it is also important not to slide into the demonstration of application. Last year, beautiful markings were drawn in all workshops, bedside tables were painted, it would seem that here it is in order, put in place. But these changes were perceived by the team with skepticism - many did not understand what the essence was, how it could be useful specifically for each of them.

And this year we went a different way - workshops were held not only for the heads of workshops, but also for the heads of the factory services of the upper and middle levels.

These were a kind of “subbotniks”, where, in real “combat” conditions of shop floor chaos, teams of specialists had to work together to figure out how work should be organized at a particular site, what was needed for the job and should be left, and what should simply be thrown away without regret. breaking the usual stereotypes. And at first it was really hard for everyone, but then - the result exceeded expectations. The workers themselves became active participants in all the transformations, they believed that this system works. But I understand that this task will not be solved at the same time, all at once. To destroy stereotypes in the minds, to teach, to teach, not to force, to think in a new way is a long and laborious process, and it requires a lot of patience. But I believe that we will succeed.

Over the past couple of years, a large number of new high-tech equipment has come to the enterprise. The machine park of the enterprise has not been updated for quite a long time, and the equipment that we have purchased today is only a small part of the need. Negotiations are underway with suppliers on the acquisition of the next batch, they have reached the final stage. A tender for the purchase will be announced in the near future. It is planned to purchase about 50 pieces of equipment for welding, heat treatment, machining centers. It will be supplied to almost all major machine-assembly shops, primarily to areas that are "narrow" for the production process.

It is worth mentioning the ongoing increase in the share aircraft engines in the total production of the enterprise. This is a smooth, gradual process, mainly associated with the start of operation of the Il-476 aircraft. While aviation topics, according to sales plans next year, is about 30-35 engines for aviation and 70-80 ground. In the future, we will achieve a ratio of 50 to 50. Of course, we would like more of our engines to fly. And the aviation future of the plant, which we count on, is connected with the PD-14 engine and civilian customers.

If we talk about the Civil Aviation Engines division, which I have been in charge of since April 29 of this year, it is worth noting that all enterprises of the corporation organize their work within the framework of overall strategy UEC. It spells out the role of each enterprise and mutual obligations, and industrial cooperation between the companies of the division, not only under the PD-14 project, will certainly expand.

We hold weekly meetings within the division and discuss issues of cooperation, the state of affairs on joint projects. So, now I see an increase in the transfer of certain types of work on the production of the PS-90 engine to NPO Saturn. And this is quite understandable - we are definitely not able to master the volumes of production of engines based on PS-90, which are expected at the PMZ, alone. We have an outdated machine park, we will have to buy a fairly large amount of equipment, and it is already difficult to fit in existing buildings, we are forced to look for free space. At the same time, significant funds were invested in the technical re-equipment of NPO Saturn. The capabilities of this enterprise and its competencies will be in great demand by us. It is necessary to draw up a "road map" for the preparation of production there during August, to determine the amount of funding and sources.

In different periods, the production of the ASh-62 engine was transferred from Perm to Rybinsk, then the D-30, and now the PS-90. The idea of producing this engine through cooperation is not new. I have a 1988 document on my desk, which was given to me in Rybinsk. Even then, it was planned to organize the production of PS-90 there, with the construction of appropriate areas and the allocation of funds. This decision was worked out by the Ministry of Aviation Industry. Surprisingly, our technical specialists, having looked at the calculations of that time, confirmed: everything converges with modern proposals for the organization of production.

I think that the Perm Motor Plant has serious prospects, ambitious development plans - after all, by 2027 we should reach the production level of up to 270 engines per year. And for this it is necessary, using the advanced experience of creating high-tech industries, to build the best engine plant in Russia.

YOUR OWN CONTROLLER: MATERIAL INCENTIVES FOR EMPLOYEES TO DETECT PRODUCT NON-CONFORMITY

From September 1, in all main workshops of the Trubodetal plant, the regulation on material incentives for employees to identify product nonconformities will come into force.

Previously, such a system was tested for five months at sections 1.1 and 1.2 of the thermo-press-welding shop No. 1. The regulation was developed in order to improve the quality of products and eliminate the possibility of unintentional ingestion of defective products by the consumer. Also, the new rules should help increase the personal responsibility and motivation of the plant's employees and eliminate the material interest of workers in concealing defects.

Trubodetal specialists saw a similar system at the Packer enterprise in the city of Oktyabrsky (Bashkiria). It is based on the principles of the three "don'ts" - don't accept the marriage, don't make the marriage, don't pass the marriage on to another.

Recall what is included in this system. If an employee at the input control reveals a defect, he receives an incentive in the form of 500 rubles. The one who allowed or overlooked this discrepancy, on the contrary, will be punished with deprivation of the bonus by 10 percent. If a person himself made a discrepancy, no matter through his own fault or due to a malfunction of the equipment, but reported this by filling out a registration form, then he will not be punished. Each case will be dealt with by a commission consisting of a foreman, a QCD controller and a technologist. Thus, the need to hide the marriage disappears.

I must say that the system will begin to operate at the enterprise already in a modified mode. During the implementation, her five-month experience in the first workshop will be taken into account. Pavel Voznyuk, Acting Head of the Technical Control Department, spoke in more detail about the test results:

Now we can say that the system works, but it does not work as productively as we would like. In fact, the non-conformity registration forms are filled out by the same people and complain about the same defects. At the same time, the number of inconsistencies identified by the technical control department did not significantly decrease. Not all employees of sections 1.1 and 1.2 have adopted such a product quality control system, and I am talking now not only about workers, but also about craftsmen. It's also about the mentality of the people. To some, the submission of such forms seems almost a betrayal, although in fact it is only a professional attitude to business.

We will take into account the shortcomings of the original version and, in order to involve more people, we will work on changing the reward and punishment system. Workers, in my opinion, need to remember that the quality of products, like nothing else, affects the reputation of the enterprise. If we want to work in a successful factory, then each of us must take care of the quality of the products we produce.

What do you think is the biggest barrier to implementation? new system product quality control?

In order for it to take root, first of all, it takes time. People have to get used to innovations. At the same Packer, such a culture has been formed over the years, so it is naive to expect that it will work one hundred percent from the first day at Trubodetal. Nevertheless, we need to move forward, to improve the quality of products, which means we need to start somewhere. I think if the workers and their leaders show activity and begin to monitor the quality of their products themselves, then soon we will get the first results.

LEAN PRODUCTION OF OUR "INSTRUMENT"

THE BEST KAIZEN OF AUGUST

The best kaizen of August can rightfully be called the kaizen of the master of the neutralization station Petr Murashko. This is perhaps one of the most unique kaizens that our factory workers have come up with.

Working at a neutralization station is not an easy task, and all activities related to cleaning Wastewater must be done in a certain order. For example, sludge pumping operations are carried out before the vacuum filter is started. At

This vacuum filter must be put into operation between 08:00 and 08:30. Since it is not possible to carry out sludge pumping with the vacuum filter running at the same time

had to start work earlier (from 07:00 instead of 07:30). Moreover, any delay in operations led to a shift in the schedule and, as a result, led to work in an emergency mode. This is exactly what Petr Murashko paid attention to. He developed a new work schedule for the neutralization station. By and large, only the sequence of operations was changed, but after this change, operations began to be performed in normal mode, delays no longer lead to a shift in the schedule, and the time to complete operations has also decreased. “Changing the station's work schedule allows you to perform operations at a measured pace, and this improves the quality of performance, reduces the risk of injury and damage to equipment,” notes Petr Murashko, the author of the improvement.

This is far from the only improvement that was introduced by Petr Murashko at the neutralization station entrusted to him. For a short period of work at our enterprise, he submitted about 6 kaizen proposals, developed more than 7 working standards, fully numbered and visualized workplaces and storage areas.

And this is not the limit. According to Peter, he plans to organize a unified automated system control of the level of media boundaries in all containers, which will simplify the work of the operator, as well as speed up the time of the process.

We thank the editors of the newspaper "News in details" JSC "Trubodetal" for providing this material.

Recall what is included in this system. If an employee at the input control reveals a defect, he receives an incentive in the form of 500 rubles. The one who allowed or overlooked this discrepancy, on the contrary, will be punished with deprivation of the bonus by 10 percent. If a person himself made a discrepancy, no matter through his own fault or due to a malfunction of the equipment, but reported this by filling out a registration form, then he will not be punished for the first time. Each case will be dealt with by a commission consisting of a foreman, a QCD controller and a technologist. Thus, the need to hide the marriage disappears.

I must say that the system will begin to operate at the enterprise already in a modified mode. During the implementation, her five-month experience in the first workshop will be taken into account. Learn more about test results Pavel Voznyuk, Acting Head of the Technical Control Department:

- Now we can say that the system works, but it does not work as productively as we would like. In fact, the non-conformity registration forms are filled out by the same people and complain about the same defects. At the same time, the number of inconsistencies identified by the technical control department did not significantly decrease. Not all employees of sections 1.1 and 1.2 have adopted such a product quality control system, and I am talking now not only about workers, but also about craftsmen. It's also about the mentality of the people. To some, the submission of such forms seems almost a betrayal, although in fact it is only a professional attitude to business.

— What, in your opinion, is the main obstacle to the introduction of a new product quality control system?

“In order for it to take root, first of all, it takes time. People have to get used to innovations. At the same Packer, such a culture has been formed over the years, so it is naive to expect that it will work one hundred percent from the first day at Trubodetal. Nevertheless, we need to move forward, to improve the quality of products, which means we need to start somewhere. I think if the workers and their leaders show activity and begin to monitor the quality of their products themselves, then soon we will get the first results.