Improving product quality. Radchenko L.A. Organization of production at catering establishments. Ways to improve product quality at the enterprise

Despite all the assurances of American managers, a powerful wave of rhetoric in the press, quality has not become a top priority for business in the United States. And not at all because the quality of leaders industrial firms in the US does not care. Worries, but they do not always even imagine from which side it is necessary to approach the solution of this problem. According to reports, over the past five years, the following main lessons that American business should learn from its failures in the field of product quality have clearly emerged:

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

2. In terms of production efficiency, it is much more important to focus on improvement and improvement production process in order to improve product quality, rather than just fighting for a simple cost reduction.

The main thing is not to take care of the 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 seemingly insignificant improvements in production, and not wait for major technological breakthroughs that can change everything at once.

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

5. The struggle for quality must be carried out at all levels in the company.

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

6. Always remember that everyone supplies services to and from

sharing with anyone, everyone has his own consumer, and not

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

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

Within the framework of the new management thinking in the struggle for quality, various means and specific programs can be used - from quality control circles to "deliveries just in time". It doesn't matter what methods are used, what matters is how they are used, and what the leaders think about them.

It is important that in the struggle for quality all the principles of the new managerial thinking are observed:

So that employees can really participate in management, 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 improving the efficiency of production as a whole

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

inventory reduction, equipment changeover acceleration

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

Very useful in terms of understanding what conclusions can be drawn from the first lesson, how to competently build yourself. approach to solving problems of quality improvement, is. experience of corporation "Xerox". The program, called "Leadership through (through) quality", started in 1979 and took place in three stages.

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 customers, its production methods were all compared with the practices of its main competitors. Today, every enterprise of the company, every division knows in what position they are in relation to their main competitors, in relation to world-class enterprises. Based on this kind of analysis, the company's goals for strengthening its competitiveness became clear: excellence in product quality, product reliability, meeting their most unusual customer requirements - all at low production costs. All this required, in turn, intensification in the study of consumer requests instead of tightening control over the conformity of products. specifications and standards.

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

At the third stage, the chairman of the board of the corporation, D. Kearns, and another 25 top managers gathered to develop specific ways to improve quality, the principles on the basis of which the corporation's policy in this area was built. The methods of Deming, Juran, Crosby, as well as the experience of leading companies producing duplicating equipment. For 1981 and 1982 build quality improved 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 was still 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 constituent part business strategy of the corporation aimed at increasing the share of the sales market.

The second lesson showed that quality is ensured by the constant simplification and improvement of the production process, and not by increasing control over the output.

America has already become the world's largest remanufacturing and reworking center. . In many industries, operations to eliminate defects, check and inspect products, register the number of failures, and so on take from 15 to 40% production capacity they make up from 20 to 40% of the total cost of sales. 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. The most important technique for improving quality today has become the system of organizing deliveries on the principle of "just in time".

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

Materials and components must be supplied potential consumer(be it an enterprise or a separate cell) immediately before they are launched into subsequent technological processing, assembly, and so on, at the first request of the consumer. But managers with outdated thinking are not able to understand that delivering just in 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 Delivery philosophy: from Campbell ( food industry) and Warner Lambert (pharmaceuticals) to Motorola, Intel (semiconductors) and Harley-Davidson (motorcycles). The results can be impressive. At Harley-Davidson alone, this system has freed up “$22 million in working capital that was previously frozen in stock at just one enterprise. Not to mention the fact that just-in-time delivery can drastically reduce equipment changeover times.

Just-in-time deliveries also eliminate administrative costs, staff costs for sleep management, warehousing and related bookkeeping.

There are other benefits of this system that are of particular importance in the new cost structure of production. This is the detection of defects and faults already during the production process, rather than finding them in the finished product, the immediate detection and elimination of production problems, and low inventory levels dramatically reduce financial problems, especially with working capital enterprises during a bad economic situation, falling demand for the company's products.

The fears of old-fashioned leaders about this system are also quite understandable. They are afraid of losing peace of mind and guaranteed supply in a high economic environment, they are afraid of failures in the production mode, the schedule for shipping products to their customers, especially when it comes to subcontractors or customers who are many hundreds of kilometers away from their enterprises. But Japanese firms have also encountered these problems, in addition, they have suppliers located outside of Japan, while most American industrial firms have subcontractors inside the United States. and materials could not get through to them on time due to “traffic jams” in city traffic. But with a competent 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 occasions of life.

Today, the improvement of 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. 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 the 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 fragile position of Russian enterprises. As a result, domestic producers 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 an 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.

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Competitiveness and high quality - these are the potential and real opportunities for enterprises to manufacture and sell goods (under existing conditions), which, in terms of their price and quality characteristics would be more attractive to the consumer than competitors.

Obviously, the main criterion here is quality. Consequently, improvement of the product quality management system should be at the forefront of any enterprise, and all forces must be concentrated on this. Quality improvement is the improvement of the characteristics and properties of products or services that allow them to fully satisfy certain needs. At the same time, a prerequisite for improving the quality management system is a comprehensive and constant analysis of the action economic conditions market relations, as well as the laws of the enterprise regarding the competitiveness of products.

Thus, improving the quality management system for products or services provided is a constant managerial activity organization aimed at improving the technical level of goods, the quality of their manufacture, improving the elements of production, as well as the quality management system itself. In the conditions of fierce competition, each enterprise is interested in the results obtained in the field of quality to significantly exceed the originally established requirements. Therefore, ensuring the optimal functionality of the QMS is the key to the competitiveness of products.

General guidance to ensure acceptable quality involves strategic management, which includes:

• objectives, policies and responsibilities in terms of quality assurance;
• event planning and quality system management;
• ensuring the highest possible quality and improving the overall management system.

Improving the product quality management system implies the implementation of all previously planned and systematic activities, as well as quality assurance activities (if necessary), to assure the end user that the manufacturer will fully comply with quality requirements.

The ultimate goal of improvement is to maximize profits by increasing the competitiveness of products and services, entering new markets, and, quite naturally, strengthening the position of the company. In other words, improvements financial position any enterprise can be achieved if one seriously engages in improving the quality of goods (after all, as quality grows, so does its cost), implement a policy of saving resources, and expand programs for the production of competitive goods. It should be noted that any actions aimed at improving these activities will undoubtedly affect the increase in profits and strengthen the financial position of the manufacturing company.

• Improving the product quality management system will increase its competitiveness
• The quality management system in construction should be based on the requirements of standards

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High quality is an urgent task in a market economy at the micro and macro levels. In market conditions, the consumer is the main figure. It determines the direction of development of production, acquires goods and services in accordance with own desires and needs.

Therefore, the main control of the quality of goods is carried out by the consumer. However, do not forget that quality is a complex concept that characterizes the effectiveness of all aspects of an enterprise's activities: strategy development, production organization, marketing, etc.

For Russian enterprises, one of the serious problems at present is the creation of a quality system that makes it possible to ensure the production of competitive products. Quality assurance is costly, but only quality products pave the way for foreign market. High-quality products ensure the competitiveness of the enterprise, and this has a positive impact on the development of the economy as a whole.

The quality of products is higher, the higher the culture of production. This concept includes the degree of perfection of technological processes, the level of mechanization of production, the rhythm of the enterprise and the organization of an effective control system. This includes compliance with the requirements of industrial safety and order in production.

To assess the quality of production, special methods have been developed. For each type of product, its specific level of quality, fixed in the standards, is taken into account. Quality is characterized by a certain technical and economic parameter (consumer property).

The achieved quality is compared with the standard and can correspond to it, be lower or higher.

Solving the problem of quality is an integral element of the development strategy of modern companies. Therefore, to begin the implementation of the SC without considering the place of this system in overall strategy companies, to say the least, unwise.

Since the activity on the formation of the QC through the implementation of ISO 9000 series standards and TQM principles is focused on improving the quality and competitiveness of the company's products (services), all processes associated with this activity should begin with an analysis of the needs and expectations of consumers of these products (services). Therefore, the company must first of all determine a marketing strategy that will reflect the interests and characteristics of consumers and the nature of competitive advantage its products (services) through which the company expects to succeed.

In accordance with marketing strategy the company's assets and its technological potential should be developed. Therefore, a technical development strategy is needed.

The quality of products and their competitiveness significantly depend on the quality and mode of supply of materials and components. Therefore, a strategy for the interaction of the company with their suppliers is necessary.

The quality strategy should be considered as one of the most important functional strategies and developed as an integral part of the overall company strategy. Therefore, the company's management, when deciding on the development and implementation of the SC, should think about the formation of the entire complex of strategic components.

Thus, in our country, the decision of the company's management to create an IC should be preceded by the development and adoption of a common strategy, in which the quality strategy is the most important, but not the only component that is organically related to other functional strategies and focused on achieving the strategic goals of the company. In this case, factors that encourage Russian companies to master modern SCs, will encourage them to introduce more and more advanced elements of regular management.

An organization that decides to start working on the implementation of a modern QS must purposefully engage in change management, which in Russian conditions cannot resist.

Among the problems associated with quality in Mebelgrad LLC, at the enterprise level, elements of the production culture are distinguished, such as the lack of rhythm in production, the qualifications of workers. Since production is not rhythmic, it means that there is no clarity in production planning. Hence the monotony of labor as a problem. For example, during the shift, 10 Tingstad sofas are produced. It is in this model that there is a different shade of fabric, and at the end of the shift, attention to this production aspect is dulled. The same problems arise when assembling identical models, when some nuances are forgotten due to the monotony of the workflow.

The quality of products depends on the rhythm of production. In order to ensure high quality and durability of products and reduce waste, it is necessary to establish uninterrupted uniform operation of all sections of the workshop. To this end, the heads of shops and sections must clearly organize operational and production planning, improve the activities of dispatch services, and correctly choose the most effective forms of organizing technological processes.

The next problem is the hiring of workers and employees without appropriate qualifications. In Mebelgrad LLC, when considering candidates for the vacancy of a master, preference is given to people with experience of impeccable work, rather than applicants with education. But for leadership positions it is necessary to have a university diploma, since here knowledge is needed on the method of organizing production and the team, and a competent leader significantly affects both the quality of products and the psychological atmosphere in the workshop.

The quality of products depends not only on a skillfully organized work process, but also on the performers themselves. Technical progress requires a significant increase in the level of qualification, professional selection and staff training. To address this issue, it is proposed to organize quality schools at the enterprise, where workers, under the guidance of experienced specialists, would increase the level of theoretical knowledge, learn the most rational methods of defect-free operations.

The next problem is the supply of low-quality semi-finished products. At the moment, batches of defective semi-finished products are returned to the supplier on the basis of an acceptance certificate. For example, the frames of the sidewalls of the Tingstad sofas come in with poor-quality clogged brackets. In this case, semi-finished products are not returned, but the upholsterer must hammer the staples. This takes a lot of time and disrupts the technological process, and is also dangerous to health, because. the sharp edges of the staples can injure your hands.

To resolve such issues, it is proposed to revise the list of suppliers of semi-finished products and work only with responsible and conscientious firms.

The problem of quality is not only a problem of each enterprise separately, it is significant for each consumer. The public importance of quality, especially the safety of products for the population and environment, presupposes the existence of appropriate rules of production, formalized in the legislation and regulations which establish the rights, duties and responsibilities of producers and consumers, regulate internal and external trade relations.

These circumstances require not only the development of proposals to improve the quality of products, but also the justification of their economic efficiency.

V.N. Fomin, V.E. Levshov

The totality of three sets of documentation - design, technological and regulatory, without which production of products cannot be carried out, is supplemented in quality systems with documentation regulating the implementation special functions quality management. In the system of defect-free manufacturing of products, these are documents regulating the assessment of the quality of labor and incentives for personnel for quality work; in the system of defect-free labor, these are similar, but more detailed documents, since they regulate the assessment of the quality of work of employees of an enterprise engaged in various activities, and the types of defects taken into account in this assessment are different and diverse.

In the systems "Scientific organization of work to increase the motor resource" (NORM) and "Quality, reliability, resource from the first products" (KANARSPI), objects of a technical nature are added to the objects of regulation of a social nature, ensuring the realization of the goals of these systems. In the Integrated Product Quality Management System (CC PQM), and then in systems created on the basis of MS ISO 9000 series, the object of regulation is an ordered set of measures that ensure the quality of products. The list of these measures (marketing, quality planning, contract analysis, control and testing, etc.) is defined by ISO 9000 series standards, it depends on which stages life cycle covered by the activities of the enterprise.

The ISO 9000 series of standards, the third edition of which will be published later this year, defines the scope of tasks that must be solved in the enterprise to ensure product quality. The tasks are formulated in sufficient general view, which allows them to be used in enterprises of a wide range of activities. The specifics of the enterprise specifies these tasks and methods for their solution.

The result of the implementation of these measures applies not only to products as the main source of profit of the enterprise and the technology of its manufacture, but also to other elements of the production process and factors affecting the overall profit of the enterprise by reducing production costs and costs associated with ensuring production and sales of products. , increase in sales volume, timeliness of introduction to the sales market, delivery of products to various sales markets, etc. Therefore, various systems of measures aimed at solving any one of the tasks of ensuring effective work enterprises, can be considered as some modifications of the quality system. A number of such systems are known. Among them we note:

Total Quality Management (TQM)- overall quality management.

Continuous Process Improvement (CPI)- continuous improvement of processes;

Business Process Reengineering (BPR)- business process reengineering.

The reorganization of production from the point of view of TQM (the first methodological approach) consists in optimizing the execution of production operations, improving technological processes in order to increase the number of products produced, fill the market with it and increase profits by increasing sales volumes.

The second methodological approach is the continuous improvement of processes, which takes as the main guideline for reorganization the improvement in the quality of products (services). At the same time, special attention is paid to the needs of the consumer, the product or service is adapted exactly to his requirements. Problem solving, search for potential shortcomings in the organization of production are carried out with the involvement of "quality groups".

The third methodology is business process reengineering to achieve fundamental improvements in the main current indicators of the enterprise: cost, quality, services and pace. In the world, this area is actively developing and is called the technology of analysis and reengineering (redesign) of business processes. The term "business process" itself is generalizing in relation to processes of various types - technological, organizational, business, managerial.

Analysis and modeling of business processes are serious tools for improving the efficiency of an enterprise, since the idea of ​​​​the work of an enterprise as the implementation of a set of business processes allows the manager to take a fresh look at the functioning of the structure subordinate to him, and ordinary employees to realize their place and responsibilities in it . The enterprise business process model serves as a source of objective information about the functions performed and the relationships between them.

In modern market conditions, the requirements for the validity and speed of decisions made in the field of managing production and financial processes are extremely high. In this regard, the need to use modern information technologies, including software systems for managing the commercial, administrative and economic activities of the enterprise.

The provision of the enterprise with such management systems, taking into account industry specifics, makes it possible to increase the economic efficiency of production, contributes to its rationalization, provides an opportunity to quickly obtain production and economic data for successful planning and management of production processes.

Today, one of the leading places in the field of creating such software occupied by the German company SAP AG with the R/3 system.

The R/3 System is predominantly solution oriented financial matters related to accounting for the costs of creating products at all stages of the production cycle, obtaining clear data on work in progress, production reserves, the movement of product elements.

The SAP software product integrates all the business processes of an enterprise. Both lines of product development - R/2 systems for large computers and R/3 for client/server configurations - are consistently supported and developed further. Important Features software products SAP are application integration, modular structures, general storage data, openness, international character and suitability for any industry.

The functional modules of the R/3 System are as follows:

logistics (sales - sale, shipment);

production planning - maintaining specifications, technological maps, communication with CAD systems, costing for production;

control material flows- logistics, purchasing, inventory management, invoice verification, warehouse management, etc., financial management, investment management.

An ideology that generalizes in a sense the considered systems is the so-called CALS technology.

CALS (Continuous Acquisition and Life-cycle Support - continuous information support of the product life cycle) is a strategy for systematically improving the efficiency, productivity and profitability of processes economic activity enterprises as a result of the introduction of modern methods information exchange participants in the product life cycle.

The main application tools for supporting CALS technologies include software solutions for:

o design work- means of computer-aided design, visualization, technological preparation of production, analysis, modeling, electronic description (definition) of the product, project management, budgeting (for example, Grand estimate), financing, expenses, etc.;

o production- means for providing supply functions, scheduling, dispatching, production resource planning functions, CNC, production progress accounting, electronic data exchange (for orders, calculations), etc.;

o service- facilities for maintenance and spare parts systems, interactive electronic technical manuals (IETM) and handbooks, automated test equipment that can be connected to IETM, integrated logistics and logistics systems;

o data management- means of describing the structure of the product, managing product data, process flows, managing product configuration, etc. In the environment of CALS technologies, a tool such as managing product data can play a key role as a tool that allows you to create, access, distribute , reliable management and control of unified updated information storages.

A significant economic effect from the implementation of CALS is achieved through the integration and sharing electronic information applied to the design, manufacture and maintenance of the product.

Standards are the main regulatory and legal framework for implementing the CALS strategy. Sharing data about a product at all stages of its life cycle is possible on the basis of standardization of the way data is presented and the technology of their use. The choice of standards is part of the strategy for implementing CALS - a complex, multifaceted process associated with various aspects of the enterprise. Therefore, for its implementation, certain prerequisites must exist, namely Availability:

regulatory and methodological documentation different levels- federal, branch, corporate, enterprise;

market of proven and certified solutions and services in the field of CALS-technologies;

systems of training and retraining of personnel;

experience and results of research works and pilot projects aimed at studying and developing solutions in the field of CALS technologies;

information sources (Internet server, periodicals, etc.), acquainting the scientific and technical community with existing solutions and ongoing work in the field of CALS.

The introduction of elements of these systems in the process of developing an enterprise quality system based on the provisions of ISO 9000 series standards will help improve its efficiency. The possibility and expediency of their implementation depend on the existing level of organization of the enterprise, the availability of objective conditions for carrying out relevant activities.

LIST OF USED LITERATURE

1. Z i n d e r E.Z. Reengineering + information technology = new system design // open systems. - 1996. - № 1 (15).
2. K a l i n o v G.N. Consulting in the automation of enterprises: approaches, methods, means. - M.: SINTEG, 1997.
3. Hammer M., Champ and D. Corporation Reengineering. Manifesto for a business revolution. - St. Petersburg: Publishing house of St. Petersburg University, 1997.
4. https://www.sap.com // SAP AG Internet site. 2000.
5. CALS. Product Lifecycle Support: Application Guide. Ministry of Economy of Russia, Research Center of Cals-technologies "Applied Logistics" - M.: 1999.

Prepared based on the materials of RIA "Standards and Quality"

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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

Course "Management"

on the topic "Improvement of product quality management at the enterprise" (on the example of RUE "Gomel Plant of Casting and Normals")

Performed:

student of group UP-31

Homenkova A.M.

Supervisor:

Dragoon N.P.

Gomel 2013

Introduction

Chapter 1. Theoretical basis improving product quality management

Chapter 2. Analysis of product quality management at RUE "Gomel Plant of Casting and Normals"

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

2.2 Analysis of the product quality management system at the enterprise

2.3 Analysis of product quality in the enterprise

Chapter 3

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 RUE "Gomel Casting and Normal Plant"

4.1 Improving product quality management by upgrading equipment in the foundry

4.2 Improving product quality by changing the supplier of components

4.3 Improving the quality of products by introducing a system of incentives in cash for the quality work of workers

Conclusion

List of sources used

Applications

INTRODUCTION

quality deterministic stochastic products

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

On June 1, 2009, the Republic of Belarus began to operate State standard STB ISO 9001-2009 “Quality management systems. Requirements". At the moment, Belarus has a program of socio-economic development of the Republic of Belarus for 2011-2015, where one of the goals is to improve the quality and competitiveness of manufactured products. The document says that it is necessary to determine measures for the implementation of the state strategy for creating conditions for increasing the competitiveness of domestic products, their promotion to foreign markets, ensuring the growth of the level of certification of quality systems at enterprises according to international standards ISO 9000, ISO 14000, ISO 22000.

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

The object of the study is the quality of products at RUE "Gomel Plant of Casting and Normals". The choice of this enterprise is justified by the fact that it belongs to the agro-industrial complex, where there are a lot of problems in product quality management (the product quality management system is underdeveloped, there is no automated control system, low level of staff education, outdated product quality planning system, etc.) . In addition, there are a significant number of factors - factors that affect the quality of products, and thus the efficiency of the enterprise.

Target term paper- formation of methods for improving product quality management at RUE Gomel Casting and Normal Plant.

In the course work to achieve this goal, the following tasks were set:

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

Conduct an analysis of product quality management at RUE "Gomel Plant of Casting and Normals";

To investigate the factors influencing the quality of products of RUE "Gomel Plant of Casting and Normals";

Develop measures to improve product quality management at RUE 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 deals with 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, considering the features of product quality management at enterprises abroad, analyzing the state and development trends of the type economic activity"Production of machinery and equipment" in the Republic of Belarus. The second chapter analyzes the technical and economic indicators of RUE "Gomel Casting and Normals Plant", the product quality management system at the enterprise for the analyzed period. In the third, research chapter, a study was made of factors affecting the quality of an enterprise's products using deterministic and stochastic factor analysis. In the fourth, practical chapter, on 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 the quality of products by introducing a system of incentives in cash for the quality work performed by workers.

To write a term paper, the following sources of information were used: periodicals devoted to the topic of work and analysis of product quality management; works of domestic and foreign authors about the system of product quality management at the enterprise; National statistical committee Republic of Belarus on engineering enterprises, electronic resources.

CHAPTER 1. THEORETICAL FOUNDATIONS FOR IMPROVING PRODUCT QUALITY MANAGEMENT

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

The fundamental definition of quality, given by Hegel in the Encyclopedia of Philosophical Sciences, reads: “Quality is, in general, an immediate determinateness identical with being…”; “Something is due 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 that defines a product as such and distinguishes it from another. The loss of properties and characteristics leads to the disappearance of the object to which they belonged. For example, when heated, water loses its characteristics and ceases to be water, turning into steam, which already has other, 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 kind of classification involves the division of a set of quality indicators into groups in accordance with the following main criteria: the level of aggregation of the assessed useful properties products; the nature of the dimension of quality indicators; compliance with the life stages of the product; specificity of the characterized properties of products.

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

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

Comprehensive quality indicators are designed to characterize a certain set of useful properties of the product. These indicators are divided into group and integral. Group quality indicators characterize such a set of useful properties, which is 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 both qualitative and quantitative.

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

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

According to the criterion of compliance with the stages of product life quality indicators are divided into:

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

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

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

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

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

Purpose indicators - characterize the properties of the product that determine the main functions for which it is intended, and determine the area 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 in the implementation of the processes of its manufacture and intended operation;

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

Ergonomic indicators - characterize the convenience and comfort of product consumption at the stages of the fundamental process in the system "person - product - environment of use";

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

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

Transportability indicators - characterize the suitability of products for transportation without its use or consumption;

Indicators of standardization and unification - characterize the saturation of the product with standard, unified 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 harmful effects on the environment arising from the consumption of the 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 for the development, manufacture and operation of the 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 (product mass, 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 formed functional dependencies (dimensional parameters, etc.);

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

Registration methods - involve the assessment of product quality indicators based on counting the number of certain events associated with the manufacturing, distribution and operation of these products (patent and 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 requirements for the quality of products in the form of tolerance fields or certain templates configured for upper and lower tolerance limits - pass and non-pass calibers. The system of motivation for work provided for fines for defects and defective products with simultaneous remuneration for good (defect-free) work.

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

Stage 3. Japanese system "Total Quality Control (TQC)". In 1950, A. Feigenbaum put forward the concept of total quality control. This concept has been developed in Japan with more emphasis on the use of statistical methods and the involvement of staff in quality circles. At this stage, documented quality systems appeared, establishing the responsibility and authority of employees, and for the first time, interaction in the field of quality of the entire management of the enterprise, and not just specialists of quality services, began to be carried out. The system of motivation 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 appeared international standards ISO 9000, which had a very significant impact on management and quality assurance. Formed systems approach to quality management.

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 out requirements for management systems in terms of environmental protection and product safety. Integrated management systems have emerged that combine various areas consumer and society requirements.

At present, in economically developed countries, certification of the quality systems of enterprises for compliance with the requirements of the ISO 14000 series standards, which establish requirements for environmental parameters of production, 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, ISO 14000 certification 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 in the first place because in the near future such certification will be one of the sine qua non conditions for 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 "audited" - it is believed that compliance or non-compliance with them by a particular organization can be established with a high degree of certainty. It is the compliance with the requirements of the ISO 14001 standard that is the subject of formal certification by a third independent party. The ISO 14004 standard acts as an explanation of the requirements of ISO 14001, which provides additional guidance on the establishment and operation of environmental management systems. ISO 14001 and ISO 14004 were developed on the basis of experience in applying the principles of comprehensive quality management (reflected in the ISO 9000 series) to environmental and resource management issues. In turn, the experience of developing and applying ISO 14001 and ISO 14004 standards was taken into account when creating ISO 9001 and ISO 9004 versions 2000. Currently, the ISO 9000 and ISO 14000 series of standards are fully compatible.

Table 1.1 - Contents of the ISO 14000 series of standards

Standard designations
Standards for the establishment and use of environmental management systems
	Specifications and guidance for the use of environmental management systems
	General guidance on principles, systems and methods of environmental management systems
	Guidance for defining the "entry level" environmental performance of an enterprise
	Glossary of environmental management systems
Standards for Environmental Monitoring and Assessment Instruments
	General principles of environmental audit
	Guidance on Audit Procedures for Environmental Management Systems
	Guidance on Qualification Criteria for Environmental Auditors
	Guidance for assessing the environmental performance of an organization
Product Oriented Standards
	Principles of environmental labeling of products
	Methodology for assessing the environmental impact associated with a product at all stages of its life cycle
	Guidance on environmental considerations in product standards

Businesses can use ISO 14000 standards for both internal and external purposes. Internal goals can be associated with the use of these standards as guidelines for the establishment of environmental management systems in the enterprise, as well as as a basis for conducting internal audit environmental management systems. The external objectives of implementing the ISO 14000 series of standards are related to demonstrating to customers and the public that the environmental management system is up to date.

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 technical progress has significantly tightened the requirements for technical level and the quality of products in general and their individual elements.

The instability of quality, due to partial deviations of the given parameters, has a random character. The time of their appearance can be expected only with a certain degree of probability.

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

It can be stated that the quality of products is in constant motion. Therefore, quality defines a chronically unstable object. This is an objective reality that you have to deal with.

1.2 Foreign experience in product quality management

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

At the present stage of development of scientific and technological progress, product quality is put forward as one of the key problems in the development of national economies. In all industrialized countries of the world, an active search is being made for ways to solve the problem of improving the quality of products and their competitiveness in the world market.

Common to many foreign countries is the approach that resulted in the concept of "integrated quality management", the main focus of which is on the need to plan both the level of quality and measures to ensure it. The main principle is considered - quality cannot be ensured by testing, it must be incorporated in the product. In accordance with this, practical activities to ensure quality in firms are also being built.

A further development of the theory and practice of the UKP is the concept of creating unified system product quality management (EC UKP). The idea of ​​creating an EU UKP appeared almost simultaneously in different countries and is reflected in a number of models of such 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 PCD, but only covers the production stage.

The experts of the European Organization for Quality Assurance (EOQC) considered the model of the quality assurance system (the Oettinger-Sittig model) in the form of a circle, divided into 8 sectors, from the study of demand to the operation of the product.

Unlike the Feigenbaum 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 PCM 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 PCD process develops not in a vicious circle, but in an upward spiral. This model involves a constant study of the changing market and the behavior of products in operation.

Of greatest interest is the history of the development of quality management on 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 binding of the ICD system to the specifics of the company. Integrated product quality management systems, as a rule, consist of three subsystems: performing, providing and controlling and managing, together providing a solution to the problems of establishing a unified company policy regarding the quality of products, depending on their purpose and customer requirements, in determining responsible persons for product quality, 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. Methods and programs of quality management, 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 companies and firms in the United States. BIP system(Defect-Free Manufacturing of Products) is the concept of defect-free work, which was reflected in the Saratov system of defect-free manufacturing of products, introduced at the enterprises of 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 the repeated presentation of the product, the worker was deprived of the bonus.

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

Many US experts considered poor quality to be the main brake on the growth of labor productivity and the competitiveness of American products.

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

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

At the same time, the most experienced managers of US firms 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 methods control;

4) raising the awareness of employees and managers;

5) accounting for quality costs;

6) quality improvement programs;

7) financial incentives.

in the United States in the early 1980s. quality management was reduced to quality planning - and this was the prerogative of the quality service. At the same time, insufficient attention was paid to internal production consumers - quality improvement plans were made without taking into account the needs within firms. The process of such quality management did not create plans, but problems.

For the 1980s characterized by a massive training campaign right at the workplace as a way to improve quality and detect defects. Suppliers have also made efforts to educate their staff on quality.

In the US, the problem of quality has become clearer. American industry has the resources, potential, ambition, and well-paid top management. Enormous investment in new technology and product development, as well as new worker-management relationships based on a shared interest in product and work quality, are setting the stage for a new technological revolution in the United States.

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

The new trends in the US were most resisted by middle managers. For many of them, management policy based on a qualitative approach was seen as a threat to their credibility and even their official position. Production workers, as a rule, are ready to take responsibility for the quality of their work.

At the heart of the quality revolution is customer satisfaction. Each worker on the assembly line is a consumer of the products of the previous one, so the task of each worker is to ensure that the quality of his work satisfies the next worker.

Attention on the part of the legislative and executive authorities to the issues of improving the quality of national products is a new phenomenon in economic development countries. One of the main objectives of the nationwide campaign for quality improvement 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 53,000 collective and individual members.

The US Congress established the Malcolm Baldrige National Award for Excellence in Product Improvement, which has 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, we can note the following characteristic features:

Strict quality control of manufacturing products using methods of mathematical statistics;

Attention to the process of planning production in terms of volume and quality indicators, administrative control over the execution 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 were not slow to affect the elimination of 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 PCD forms and methods have been developed that differ significantly from those used in the United States 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 PCD, standardization, application computer science, certification with the assignment of a quality mark.

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

Actively used control charts to manage technological process. The royalties from Deming's lecture book were used to establish awards in his name. The 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. An integrated approach and principles of system quality management have been introduced with the greatest completeness and consistency at the leading Japanese firms. The experience of such firms is carefully studied, analyzed, and attempts are made to borrow it in the United States and Western Europe.

It is believed that the Japanese approach to quality management has a number of distinguishing features, however, a comparative analysis shows that the theoretical provisions are universal and in this sense they are international. Quality management systems of those progressive foreign firms, where these concepts have found the most complete and correct practical implementation, are similar in nature, the very mechanism of implementation and development of systems is also universal in its essence.

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 quality control of processes, not product quality;

3) focus on preventing the possibility of defects;

4) a thorough study and analysis of emerging problems according to the principle of an upward 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 the results of labor to the direct executor;

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

The main concept Japanese miracle» - perfect technology, including production technology, management and service. Computers and microprocessor technology are widely introduced in firms, latest materials, automated systems design, statistical methods are widely used, which are fully computerized.

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.

The way to solve the problem of further quality improvement, the heads of firms see only in cooperation, 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.

Noteworthy is the practice of purposefully creating our own subcontracting network that works with the customer on a long-term basis. Japanese firms managed to prove that even in conditions of free competition, such a principle is 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, in modernizing production facilities, etc. For this purpose, special programs are being developed that include studying the state of affairs of suppliers in the field of quality products, study of their production capabilities, training and education of personnel, development and implementation of other activities that affect the quality of the supplied products.

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

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

It has been repeatedly emphasized that the learning process should start from the top management. It is more expedient to do this by attracting quality consultants. General information about the quality activities given in the training process should be combined with specific techniques and recommendations. It is believed that it is better for each firm to create its own training program, while 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 conducted by the most modern methods. Programs developed business games for quality using personal computers. The student makes his own decisions and tries to create an imaginary enterprise best conditions to achieve high competitiveness of products.

Training of workers is carried out, as a rule, by their direct supervisors - foremen, heads of sections. The training of foremen, heads of sections and workshops consists of a 6-day theoretical course and 4-month practical activities.

At Nissan Motor Company, during the first 10 years of work, at least 500 days of off-the-job training are allotted. In the future, studies continue directly at the workplace in the evenings and on weekends. The learning process necessarily ends with certification, which is carried out periodically for all categories of employees, 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 - once every 3 months, 6 months, once a year.

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

The certification results are posted at the workplace. Certification up to three times is allowed. worker, not certified for the third time, is considered professionally unfit for work at this workplace.

Learning has a very important side benefit: a change in better side personal attitude of people to work on quality. It is believed that quality is 90% determined by education, consciousness, and only 10% by knowledge. Training programs can only give these 10 percent, but they give impetus to a change in the attitude of workers to quality, which in the future must be maintained by constant efforts.

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

Shop and factory conferences of quality circles are regularly held. Twice a year quality circle conferences are held at the level of the entire company. All-Japan congresses of representatives of quality circles are also held. A circle is considered officially recognized if it is registered by the Japan Union of Scientists and Engineers (JUSE) and there was an announcement about this in the journal Master and Quality Control.

At Japanese enterprises, a program for participation in quality assurance, called "five zeros", has been developed for personnel. 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);

Do not repeat (mistakes).

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

Thus, we can single out 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 control of production;

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

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

In the Siemens concern (Germany), quality assurance is understood as a system of all scientific, technical, organizational and economic means aimed at solving the common problem of ensuring high product quality. The Siemens quality assurance system is designed in such a way that, in any case, quality criteria are established on the basis of comparable principles, from the pre-production processes of the product to shipment to the consumer and maintenance.

France has developed a quality assurance organization system that includes the following requirements: the need to cover all types of operations that affect product quality (research and development, production, control, etc.), the need for only pre-foreseen operations. In most cases, the quality assurance system is built on the basis of the following four principles: high technical competence of the staff; the availability of appropriate resources; availability of internal systems in each specific unit; obligatory availability of documentation concerning the goals and technical rules, forms and results of control, programs for professional training and advanced training of personnel. These principles and practices apply primarily to large enterprises. The French Association for Quality Assurance and the Regional Chamber of Commerce conducted a pilot experiment in 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, as well as to the improvement of quality assurance itself. Quality systems based on the ISO 9000 series of standards have been widely implemented. This has resulted in a more consistent quality stance, more reliable deliveries and a more consistent level of quality overall.

It is necessary to note the large and purposeful activity of the countries of Western Europe in preparing 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 preparation for the open pan-European market, proclaimed on January 1, 1993, common standards, 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 counterparts - EN 29000 series. 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 EN 45000 series standards. These standards should become guarantors of high quality, protect millions of consumers from low-grade products, and encourage manufacturers to new achievements in areas of quality. For the normal functioning of the European market, the supplied products must be certified by an independent organization. In addition to product certification, accreditation of testing laboratories and employees who control and evaluate product quality is carried out. The most important aspect of their activity is the control over the satisfaction of consumer requirements and the resolution of conflicts that take place between the manufacturer and the supplier of products.

Firms pursue an even more intensive policy in the field of improving product quality, and processes are subject to more stringent control.

Quality has become a factor in ensuring the competitiveness of European countries. To implement this strategy, we needed:

1) unified legislative requirements (directives);

2) common standards;

3) uniform processes for checking that the firm meets market requirements.

In 1985, a new concept of 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. Therefore, Europe is guided by the fundamental standards ISO 9000 and EN 29000. Product marking has been introduced with the CE mark.

The European Coordinating Council for Testing and Certification and the European Committee for the Assessment and Certification of Quality Systems have been formed. The committee includes certification organizations from Great Britain, Switzerland, Germany, Austria, Denmark, Sweden, France, Spain, Portugal, Greece, Holland, Belgium, Finland, Norway, Ireland and Italy.

The main task of the ongoing work 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 survive in competition, the largest firms in Europe are joining forces to select progressive forms and methods of product quality management, linking their implementation with a guarantee of stable product quality. And it, as you know, includes a stable technology, an appropriate system for maintaining the technological accuracy of equipment and tooling, metrological control and product testing tools, and an effective personnel training system.

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

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

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

Creation of regional infrastructure and network 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 the Western (USA and Europe) and Eastern (Japan) approaches to quality is shown in Table 1.2.

Table 1.2 - Comparison of approaches to quality

Usually, publications provide graphs of the dynamics of the quality level 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 the CP began to include countries that were famous in the recent past for low-grade products, were in an economic crisis, suffered from war, and essentially did not have their own natural resources, but 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 the management company. 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. from the leader in the field of quality - Japan has come 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 US and Europe.

The convergence of quality levels achieved by various 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 mankind has mastered on the evolutionary path of developing the theory and practice of achieving high quality.

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

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

The main goal of many companies in the world is to combine cost reduction with high stable quality of products (services) and fast market entry. The approach to production management from the standpoint of general quality stimulates the optimal ratio in the triad "quality - costs - time".

The effectiveness of TQM depends on three key conditions:

1) higher executive the company vigorously advocates for quality improvement;

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

3) organizational structures modified or created specifically for general government quality.

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

The industry of Belarus is subdivided into mining, manufacturing, and the production and distribution of electricity, gas, and water. RUE "Gomel Plant of Casting and Normals" refers to the manufacturing industry, and if you look at the types of economic activity, then to the production of machinery and equipment.

...

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