To date, there are a huge number of interpretations of the concept of "quality", the most popular definition is fixed in ISO standards, according to which quality is the set of properties and characteristics of a product or service that give it the ability to satisfy stated or implied needs.

Quality control- these are the methods used to achieve a level of quality that satisfies the design, contract and other requirements.

Quality management should be systematic, i.e. in the organization, the firm must have a product quality management system, which is an organizational system that accurately distributes responsibilities, operations, tools and materials needed for quality management.

Quality system- a set of organizational structure, schemes, processes, tools and materials needed for the joint management of product quality. The quality system applies to all stages life cycle products, creating the so-called "quality loop".

"Quality Loop"- a model of interrelated activities that affect quality at various stages - from the establishment of needs to the assessment of their satisfaction.

Modern QM proceeds from the fact that quality management activities cannot be effective after the products are produced, these activities must be carried out during the production of products. Quality assurance activities that precede the manufacturing process are also important.

Quality is determined by the action of many random, local and subjective factors. To prevent the influence of these factors on the level of quality, a quality management system is needed. At the same time, not separate isolated and episodic efforts are needed, but a set of measures to constantly influence the process of creating a product in order to maintain an appropriate level of quality.

Today, in quality management, it is important that firms have certified quality management system , which is a guarantee of high stability and sustainability of product quality. The quality system certificate allows you to save competitive advantages on the market.

In accordance with the accepted terminology quality management method- this is a method and a set of methods of influencing the means and products of labor aimed at achieving the required quality.

Consider the classification of quality management methods.

Quality management methods are divided into:

Organizational

Socio-psychological

Economic

Organizational and technological

Statistical

Organizational methods of quality management are necessary in order to contribute to such an organization of the managed subsystem that will ensure the required quality.

Socio-psychological methods of quality management- this is a set of ways to influence the spiritual interests of employees, the formation of their motivations related to ensuring the appropriate quality. Their importance is paramount. The arsenal of using such methods is wide - from education and propaganda (patriotism towards the company, self-respect as an employee) to individual forms of moral stimulation.

Economic methods of quality management determine methods of influence based on the use of economic incentives and the creation of a material interest in achieving a given goal in the field of quality.

Organizational and technological methods of quality management is a special group of quality management methods.

Organizational and technological methods are divided into two groups: quality control methods and quality control methods.

Statistical methods of quality management:

1) bundle- one of the simplest statistical methods.

If it is assumed that deviations are related to manufacturing conditions, then a comparative study of the measured indicators should be carried out for individual layers - separately for machines and equipment, separately for each operator, separately for raw materials, separately for teams, separately for day and night shifts, etc. d.

2) Graphs- make it possible not only to assess the state at the moment, but also to predict a more distant result according to the process trends that can be detected in them.

Graphs are of several types: a graph expressed by a broken line, a bar graph, a pie graph, a strip graph, a Z-shaped graph, a map of comparison of planned and actual indicators.

3) Pareto chart. In the activities of firms, enterprises, all kinds of problems constantly arise, the solution of which can be facilitated by Pareto charts.

In the complex economic life of a firm (organization), problems can arise at any time in any department. It is always advisable to start the analysis of these problems with the preparation of a Pareto chart. With their help, you can analyze a wide range of problems related to almost any area of ​​\u200b\u200bactivity in the company, such as:

Financial sphere

Sales area

Logistics

Sphere of production

Business area.

4) Cause and effect diagram (Ishikawa diagram).

In Japan, for workers on the first line of production, the process is presented as an interaction of 4 M: Material (Material) - Equipment (Machine) - Operator (Man) - Method (method).

The most effective is the group method of analyzing the causes, called "brainstorming".

Cause-and-effect diagrams can be applied in any organization, from manufacturing to the service sector.

5) Bar chart - allows you to assess the state of the quality. Histograms are a bar graph built on the data obtained over a certain period, which are divided into several intervals. The number of data that fell into each of the intervals is expressed by the height of the bar.

The histogram is primarily used for analyzing measured values, but can also be used for calculated values.

The information obtained as a result of the histogram analysis can be easily used to build and study a cause-and-effect diagram, which will increase the validity of the measures planned to improve the process.

6) Scatterplot used to study the relationship between two types of data, for example, to analyze the dependence of the amount of revenue on the number of calls to the seller.

The scatterplot, as well as the layering method, is used to identify cause-and-effect relationships of quality indicators and influencing factors in the analysis of a cause-and-effect diagram.

7) Control cards are used in the form of graphs obtained during the technological process. Graphs reflect the dynamics of the process. Various control charts are used.

98. Qualimetry as a science, its role, methods and areas of practical application

Attempts at a scientific approach to quality assessment have been made for a long time. Many scientists, such as K. Commentz (Germany), J. Van Ettinger (USA), J. Sittig (Netherlands), A.V. Glichev, G.G. Azgaldov (Russia) devoted their work to various aspects of quality assessment and optimization.

A new scientific direction has been formed - "qualimetry". This word comes from a combination of Latin terms "qualitas" - quality and "metro" - measure . Respectively, qualimetry - it is the science of how to measure and quantify the quality of products and services.

Qualimetry proceeds from the fact that quality depends on a large number of properties of the product in question. In order to judge the quality of a product, only data on its properties is not enough. It is also necessary to take into account the conditions in which the product will be used.

The main goal of qualimetry is the development and improvement of methods that allow expressing the quality of a specifically evaluated object by a single number characterizing the degree to which the object satisfies social or personal needs.

Subject of qualimetry- both quantitative and non-quantitative methods for assessing quality (tasty - tasteless, more or less pleasant smell, etc.).

Scope of application of qualimetry tools is quite broad, since qualimetry allows you to evaluate not only the quality of diverse objects, but also the quality of labor, as well as the efficiency management decisions.

From the point of view of the goals and indicators used to evaluate the quality level, methods for assessing the level of quality are classified into two types: direct counting methods and parametric methods.

Direct Count Methods , which provide the final economic result, allowing you to make an economically sound decision.

In turn, there are 2 approaches to assessing the economic result.

1 set from the position economic efficiency for the subject that creates quality.

In this case, the useful economic effect for the manufacturer associated with the creation and implementation of the estimated quality of the object is determined. Next, the costs necessary to create and implement the resulting effect are calculated based on a comparison of the specified effect with the costs of achieving it.

Fundamentally different is the 2nd approach to quality assessment by the method of direct counting. At the same time, the useful effect for the consumer from the created and implemented quality is determined ( from the standpoint of economic efficiency for a subject consuming quality).

The final quality assessment here is carried out by comparing this effect not with the costs of the quality creator and its seller, but with the total costs of the consumer of this quality, including both the purchase and sale price and all consumer costs associated with the use of the object for its intended purpose.

Parametric methods.

Taking into account the specifics of the estimated parameters, these methods are divided into settlement and expert .

Calculation methods allow a more accurate assessment of the quality level of objects, however, they can be used to assess the so-called hard parameters.

These parameters include those that can be measured by appropriate instruments and calculated on the basis of formulas that reflect objective patterns. For example, the average service time in a restaurant is a hard parameter because it can be obtained from measurements with conventional clocks.

Expert Methods quality level assessments are used to assess the so-called soft parameters quality.

These parameters include those that cannot be measured by instruments and are calculated using formulas that reflect objective patterns.

An example of such parameters is aesthetic parameters that characterize appearance object.

Along with the estimation of soft quality parameters, these methods are most widely used in solving problems of determining weight coefficients and ranking a priori information. (A priori - not based on knowledge of facts, purely speculative)

ranking called the arrangement in a number of factors, phenomena, properties, quality indicators, objects of labor, etc. (hereinafter ranking objects) in ascending or descending order of any feature inherent in them by assigning them a certain rank.

The accuracy or reliability of the ranking depends on many factors, including the professional and qualimetric competence of the experts, their objectivity, efficiency, interest in the ranking results, as well as the number of ranked objects.

Also, the reliability and accuracy of the ranking are determined by the degree of agreement between the opinions of experts. The greater the consistency, the more reliable and accurate the ranking results. The information received from experts during ranking should be subjected to mathematical and statistical processing in order to determine the degree of consistency of their opinions.

Calculation of the degree of agreement between experts' opinions, calculation of weight coefficients of ranked objects without the use of modern computing tools requires a lot of time. Currently mathematical calculations usually carried out using a computer.

The considered methods of assessing the quality level can be used both separately and in various combinations.

The most versatile and widely used is comprehensive assessment of the quality level.

Since the assessment of the quality level is a set of operations related to determining the numerical value of the quality level of objects, quality assessment can be considered as a special type of control function aimed at forming value judgments about the object of assessment.

and tax planning tasks absorb them. Therefore, the organization tax activity and performance of tax planning work in trading companies are possible within the framework of financial service by distributing tax tasks between structural divisions.

REFERENCES

1. Bryzgalin A.V., Bernik V.R., Golovkin A.N., Bryzgalin V.V. Methods of tax optimization. - M.: Analytics-Press, 2001.

2. Zamirovich E.N. Tax planning: organization of work // Tax planning. No. 1 2004.

3. Comments on the Tax Code of the Russian Federation, part one / Ed. A.V. Bryzgalina. - M.: Analytics-Press, 1999.

A. V. Litvinova

SYSTEM ANALYSIS OF QUALITY MANAGEMENT METHODS

PRODUCTS

Management is a complex and complex process due to the fact that it includes many individual elements (subsystems, parts, phenomena, processes), each of which can serve as an independent object of study, while the properties and nature of each element depend on a significant number of factors and parameters having a different nature and caused by different reasons. A holistic, comprehensive picture of the object under study, taking into account all the relationships and interactions between its constituent elements, makes it possible to recreate a systematic approach - a special methodology of scientific knowledge, which is based on the study of objects as systems. If management is fixed as an object of study, then from the standpoint of system analysis it will include the following elements: the object of management, the subject of management, control actions, feedback between the object and the subject of management.

In any economic managed system, no matter what type it belongs to and no matter how complicated it is organized (for example, the system of public administration), the same activity is always carried out: the formation and implementation of control actions, which is externally manifested in managerial decisions and organizational actions for their implementation. Control actions are the most significant elements of control as an object of study, presented in the form of a system. Methods of practical implementation of control actions in any economic system are management methods.

The macroeconomic management system involving state regulation refers to complex multi-level hierarchical management systems, the elements of which are distributed according to levels of significance, importance and subordination. Both the control system (the state legislative system) and the controlled system (economic entities) have many levels of control in it, which are complexly structured in subordination to each other. The functioning of the entire system is provided by the control actions generated by the subjects of management. When moving through the levels of the hierarchy, control objects, as a rule, act as subjects of control, which, based on the goals, objectives, interests of their subordinate level, develop control actions. In the part where

control actions are aimed at the processes on which the quality of products manufactured in the country depends, the macroeconomic management system is being transformed into a global product quality management system.

Legislative authorities as a multi-level hierarchical subject of management in the global quality management system respond to a variety of information coming from the external environment, namely: 1) global trends in quality management; 2) information from regulatory authorities on the implementation by business entities of imperative control actions; 3) information on the level of competitiveness of products manufactured in the country in terms of quality, the source of which is scientific research, monitoring data of the socio-economic processes taking place in the country, the structure and content of the country's foreign trade balance, etc. Based on the information received, based on the goals and priorities of the country's development, the state develops control actions in relation to commodity producers, obliging them to ensure compliance with certain requirements for the quality of their products. Subject to state control actions, business entities as multilevel production systems develop and implement their own control actions at all levels of the hierarchy, aimed at achieving a certain level of product quality.

System analysis includes three main stages: 1) system representation of the object of study; 2) choice of method for formalizing the system; 3) use of the results of a systematic study.

In the case of a system analysis of product quality management methods, an ordered, systematic representation of management as an object of study is reduced to identifying the entire set of control actions used in the global quality management system and their systematization in accordance with any characteristics specified by the researcher. First of all, it is necessary to distinguish between the main levels of methods - the state and the economic entity.

State management of the economy consists in establishing rules, order economic activity and responsibility for compliance with these rules on the basis of appropriate methods - ways to implement control actions of a legislative, executive and supervisory nature, carried out by authorized government agencies and public organizations in order to adapt socially economic system to the goals of state development. The need for state intervention in the regulation of market relations arises as a consequence of the need to solve problems that are beyond the control of the market mechanism. A significant amount of objectively necessary regulatory measures involves the state in almost all areas of economic activity. However, unlike the system of public administration in a planned economy, which is of a totalitarian nature, in a market economy, state intervention in economic processes is a corrective control action, that is, it is carried out in the form of regulation aimed at the effective formation of market relations.

As part of the methods state regulation, the need for which is caused by the imperfection of the market system, which is not capable of automatically solving national problems, the state applies methods that affect the quality of the products of labor produced in the country. This is due to the need to implement the institutional content

state management of product quality, namely: safety as a fundamental need that satisfies the quality of any product of labor; the security of economic entities in the aspect of the absence of destructive influence from the state on their activities in the field of quality management; consumer safety as a consequence of the obligations that the manufacturer must take on regarding the quality of products manufactured and supplied to the consumer. The implementation of the institutional content of the state management of product quality requires the development of appropriate management methods on the part of the state, and these methods differ depending on which aspects of the institutional content of the state quality management they are designed to solve.

The need to ensure the safety of labor products produced in the country and the safety of consumers necessitates the development of methods of state regulation, which are characterized by the following features: 1) they implement control actions of a coercive (prohibitive) nature based on the relevant formal rules that establish safety standards and a mechanism for confirming these standards, and are, by definition, non-market in nature; 2) they do not (cannot and should not) involve monetary and value regulators and are, in essence, organizational methods that provide for a set of administrative measures to organize the process of ensuring the safety of labor products and consumers produced in the country.

Being free commodity producers, in market conditions, business entities are completely independent in choosing the level of quality of their products. The relationship between producers and consumers regarding the formation of the actual level of quality is regulated by the market. However, it should be borne in mind that each business entity carries out the production of products, being in an environment of macroregulation, in which it is subjected not only to administrative, prohibition-based, control actions from the state, but also to control effects of an economic nature, which are based on the use of market regulators. On the basis of the monetary-value regulators used in a market economy, appropriate economic methods of state regulation are developed and implemented: tax regulation, price regulation, budget allocations, regulation of the costs of economic entities for the reproduction of depreciable property, regulation of rates, interest on credit and other methods. All of these methods differ in content, direction and strength of impact and have a direct impact on business entities, increasing or decreasing the results of their financial and economic activities. Insofar as these methods affect the quality management process carried out at the level of business entities, they must be regarded as economic methods of state regulation of the quality of products manufactured in the country. The main purpose of these methods is to encourage business entities to produce high-quality, competitive both domestically and internationally. foreign market, products.

In any economic system, each economic entity is forced to obey the state control actions of an imperative nature and develops its own control actions in the field of quality, implemented at different levels of the hierarchy. production system,

the method of practical implementation of which are also quality management methods.

Under the organizational methods of quality management at the level of an economic entity, one should understand the methods for the practical implementation of control actions of a corporate, functional and structural nature. These methods include the design of quality systems, the creation of highly effective relationships with suppliers. The economic methods of quality management used by business entities are ways of implementing control actions that have a direct impact on the financial results of the business entity and the material interest of its personnel in achieving the goals of quality management. Business entities on their own initiative also apply two groups of methods that can be conditionally called technological and educational. Technological methods of quality management are used by personnel at different levels of the production system to identify and solve problems in the functioning of the quality system at all stages of the product life cycle. Under the educational methods carried out at the level of a business entity, we mean the involvement of employees in collective quality management, the formation of such motives labor activity in which product quality becomes a fundamental goal.

The integration of the country's market economy into world economic processes has created the need to develop fundamentally new group methods that are based on global trends in the field of quality management, which can be conditionally called integration and which are carried out both at the state level and at the level of an economic entity. As an implementation of state control actions, these methods have an imperative (legislation in the field of consumer protection, certification and testing procedures) and dispositive character (ISO standards that have passed the procedure of transformation into state standards). Business entities seeking to strengthen their own competitive positions develop and implement integrated methods of quality management, thereby relying on international trends in the field of quality and gaining access to international markets.

A comparative classification of product quality management methods used in various economic systems is presented in Table 1. The fundamental classification feature in this classification is the level of control actions in the global quality management system, while the type and nature of the methods used is determined by the goals and objectives of each level of management.

However, a systematic analysis of quality management methods cannot be limited to their systematization on the basis of the relevant classification features. An obligatory stage of the system analysis of any object of study is the formalization of the selected elements of the system. A formalized presentation of management methods should be carried out by quantifying the degree of their impact on the managed object based on statistical methods, since the global, with the participation of state regulation, quality management system is a probabilistic (stochastic) system in which management decisions are made under conditions of uncertainty, since there is no complete information about the interactions within the system. It has been established that each business entity manages the quality, being in the environment

Table 1

Classification of product quality management methods depending on the level of control actions and the nature of the economic system

Managerial level POLICY Quality management methods

Organizational Economic Integration Technological Educational

Planned economy Market economy Planned economy Market economy Planned economy Market economy Planned economy Market economy Planned economy Market economy

State Methods for standardizing quality requirements: Direct: Protection of consumer rights for quality products in line with global consumerism standards Certification and testing of products on the basis of a global approach in the conditions of an international international market Development and approval state standards on the basis of world experience in quality management Development and implementation of quality management systems that meet the requirements of international ISO standards and certified by a third party international trade

standardization of technical regulation; standardization Certification Economic sanctions for violation of the terms of the contract in relation to the quality of the supplied products Directive pricing depending on the level of product quality

1 correlations to quality: Indirect:

systematic continuous control over compliance with established requirements through state acceptance, state supervision, regulation of contractual relationships between business entities; mandatory certification; voluntary certification; declaration of conformity; state control and state nashor; protection of consumer rights Methods that determine consumer protection Centralized planning Planned allocation of resources Planned capital investment and lending Price regulation Tax regulation Budget appropriations Regulation of reserves for the reproduction of depreciable property Regulation of interest rates for loans

Economic entities Design and implementation of quality management systems Design and implementation of quality management systems as the basis for meeting consumer requirements Creation of effective VZANMOOP YUTSH! Quality cost management with suppliers Implementation, accounting and analysis of quality costs Improvement, accounting and analysis of quality costs with an emphasis on costs» Investment-innovative nature Statistical methods Group work Statistical acceptance control Statistical regulation technological processes Japanese management methods Group methods for analyzing and solving quality problems Analysis of the causes and consequences of failures, etc. Involving workers in socialist competition in the field of quality moral encouragement RESULTS ACHIEVED in the field of quality Involvement of employees in collective quality management moral stimulation results of labor in the field of quality Formation of motives for labor activity aimed at achieving the goals of the organization in the field of quality

Section II. Systems of spatial organization of the economy

macroregulation, represented by both economic and organizational methods. The influence of organizational methods of state regulation is primarily determined by their social effect, achieved through the protection of the population from the consumption of hazardous labor products, as well as the extremely important effect for the manufacturer of increasing consumer confidence in him. The economic content of the organizational methods of state regulation is determined by the amount of money that the manufacturer pays for confirming the compliance of his products with safety requirements. Comparing the indicated costs and financial results of the activity of a business entity, one can judge the degree of influence of organizational methods of state regulation of product quality on it. The impact of economic methods of regulation on the part of the state on the activities of commodity producers in the field of quality is incommensurably more difficult. There is no clear indicator, by analogy with organizational methods, by which one can judge the effectiveness of economic methods. This indicator should quantitatively characterize the most important aspect of product quality management in the enterprise. Ultimately, it is this indicator that will serve as a measure of the effectiveness of the economic methods of regulation used by the state. We are not talking about the definition of efficiency in the classical understanding of the essence of this concept as a result of comparing the effect and the costs of achieving it, since in this particular case, formalized results of the assessment of indicators necessary for calculating efficiency cannot be obtained. Rather, it should be about determining the best effect of economic methods of state regulation in terms of achieving the maximum value of the resulting indicator.

Ultimately, a quantitative assessment of the economic methods of state regulation of quality consists in establishing the place and role of each method of state regulation in the formation of the level of a given performance indicator that characterizes the activities of a business entity in the field of quality management, the choice of which should be determined by the development priorities of not only the business entity itself, but and the country as a whole. At the same time, the quantitative characteristic of each method of regulation is an independent factor, and the totality of these factors is nothing more than macroeconomic environment business entities. Since the formalization of the system is aimed at solving the problem of identifying the relationship between the identified elements of the system (in this case, the control actions at different levels of management systems), it seems necessary to develop such a factor model that would allow us to assess the impact of economic methods of state regulation on the ability of business entities to implement management economic methods of quality management, on which the viability of the production system depends to a decisive extent. Such a model makes it possible to integrate all the economic methods of quality management used in macroeconomic systems at its different levels.

On fig. 1 shows an algorithm for system analysis of quality management methods, from which it follows that the results of the system analysis carried out can be used in the development of the concept of quality of life. The impact of economic methods of state regulation is not limited to the impact on the activities of business entities in the field of quality. Methods of quality regulation applied in this particular economic

Practical use

results of system analysis for managing economic

processes __________________________

Development of the concept of quality of life based on economic methods of quality management

Formalization of management methods

quality ___________________________

1. Construction of a multifactorial correlation-regression model for the quantitative assessment of economic methods of quality management

2. The choice of a quantitative assessment model ^ economic methods of quality management

3. The choice of ways to formalize quality management methods and methods ^ that it is advisable to formalize

Stages of building a model:

Selection of factors determining

researched effective

index;

Determining the form of dependence between factor and performance indicators;

Modeling the relationship between performance and factor indicators;

Calculation of the influence of factors and assessment of each of them in the change in the value

effective sign ________________

Multivariate model for quantifying economic methods

quality management ____________________

Quantification of economic methods of quality management based on:

Scientific validity and practical significance of the indicators selected for quantitative assessment; - exhaustive analysis of the initial data and options for achieving the goals;

Calculation accuracy due to

selection of adequate mathematical and statistical methods that best reflect the nature of the phenomenon under study ______________________

Systematization of management methods

quality ____________________________

5. Development of classification features and systematization of quality management methods corresponding to these features.

4. Studying approaches to the classification of quality management methods.

3. Justification of the choice of control actions as the main element of the quality management system.

2. Consideration of the structure

global management system

quality.

1. Studying the essence of the system approach and the properties of the system.

Fig.1. Stages of system analysis of product quality management methods

system, inevitably affect the quality of life of individuals who perform the function of consumption in it.

The result of the action of economic methods of state regulation on the activities of business entities in the field of quality management should be the creation of conditions for the constant improvement of the quality of their products. As a result of quality improvement, there is an increase in production volumes (in the domestic market - due to the displacement of analogues of foreign origin, in the external market - as a result of production in excess of the amount that is necessary for domestic consumption). This has a stimulating effect on the domestic economic development of the country, since it entails an increase in GDP and tax withdrawals to the state treasury. There is an increase in employment and incomes of the population involved in the production of products. Ultimately, real prerequisites are created for the growth of consumption of goods by the population of the country in the context of all economic indicators that quantitatively characterize the quality of life in terms of the consumption of any products of labor. The trend in the indicators of consumption of products, linked to its quality, under the influence of economic methods of quality regulation, is just as obvious: improving the quality of products means expanding the number of needs of individuals satisfied through the quality of this product of labor and, ultimately, satisfaction of the entire complex of needs in it. Therefore, the methods of regulation applied by the state in market economic conditions should be considered not only in the context of influencing the ability of economic entities to produce high-quality, competitive products, but also in terms of influencing the processes that ensure the quality of life of consumers of these products.

A. V. Kataev

ISSUES OF ORGANIZATION AND MANAGEMENT OF LONG-TERM NETWORK POOLS

Most virtual organizational forms has a temporary nature of functioning and is focused on the implementation of a specific market order or project. Long-term network pool as a form of virtual enterprise is focused on the constant search and execution of various market orders through the interaction and cooperation of various participants, which causes difficulties in organizing and managing such virtual enterprises.

Most definitions of a virtual enterprise emphasize the temporary nature of the enterprise, cooperation and focus on the needs of specific consumers or market order, for example:

1. "A virtual enterprise is a voluntary temporary form of cooperation of several, as a rule, independent partners (enterprises, institutions, individuals), which, thanks to the optimization of the system of production of goods, provides great benefits to customers" .

2. “A virtual enterprise is a temporary cooperative network of enterprises (organizations, individual teams and people) with key competencies for the best fulfillment of a market order, based on a single information system» .

A long-term network pool can be defined as a dynamic network of interacting enterprises based on a single information system.

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• Introduction
• 1. Theoretical chapter
• 1.1 The problem of analyzing the quality of work in management
• 1.2 Principles for evaluating the quality of management
• 1.3 Ways and methods for assessing the quality of management activities
• 1.3.1 Types of assessment of the quality of management activities
• 1.3.2 Benchmarking methods for governance quality
• 1.4 Ways to improve management efficiency
• 2. Analytical chapter
• 2.1 General characteristics of the enterprise
• 2.2 Analysis of the external environment
• 2.3 Analysis of the production structure
• 2.4 Analysis of the organizational structure of the enterprise
• 2.5 Enterprise personnel
• 3. Practical part
• 3.1 Analysis of the quality of management at OAO Lebedinsky GOK
• 3.2 Recommended methods for analyzing the quality of management at OAO Lebedinsky GOK
• Conclusion
• List of sources used

Introduction

Competent, qualified management (management) is the basis for the successful operation of enterprises. A feature of modern management is its focus on efficient management of the economy in conditions of scarcity of resources, a gradual decrease in the regulation of production by administrative methods, and the intensification of production.

Modern management should contribute to the development of the market, commodity-money relations in wholesale trade means of production, convertibility of money, stabilization of market prices. A characteristic feature of the development of modern management is the strengthening of the trend of technocracy, which is manifested in the introduction of new management technologies based on information technology.

Management, although it plays a very specific role in the organization, nevertheless, as it were, permeates the entire organization, touching and affecting almost all areas of its activity. However, with all the variety of interaction between management and organization, it is possible to clearly establish the boundaries of activities that make up the content of management, as well as to clearly define the subjects of management activity - managers.

The ultimate goal of management is to ensure profitability, or profitability in the activities of the enterprise through the rational organization of the production process, including production management and the development of the technical and technological base, as well as the effective use of human resources while improving the skills, creativity and loyalty of each employee.

Human resource management includes many components. Among them: personnel policy, relationships in the team, socio-psychological aspects of management. The key place is occupied by determining ways to increase productivity, ways to increase creative initiative, as well as stimulating and motivating employees.

Appeal to the human factor is a revolutionary revolution in the science of management and management. It is the "human factor" that now determines the competitiveness and efficiency of the organization. Therefore, in recent years, the costs per person have been considered not as costs, but as company assets that must be properly used. Therefore, such a management system, where the focus is on the human factor, is the most optimal in the market.

The relevance of the research topic lies in the fact that the effectiveness of management is determined by the degree of interaction of conscious management activities with the laws of a market economy. Restructuring the management of the economy through the transition to new forms of management makes high demands on the professional level of managers. They must master the basics effective organization production, rational and economical use of all types of resources, planned work. Market relations change views on the nature, role, essence and significance of the manager's work. Independence, initiative, enterprise, creative thinking, readiness for reasonable risk are put forward in the first place.

While most of an organization's resources are tangible objects that depreciate in value over time, the value of human resources can and should increase over the years. Thus, both for the benefit of the organization itself and for the personal benefit of the employees of their organization, management must constantly work on the full development of the potential of personnel.

A successful workforce development program creates a workforce that is more capable and more motivated to accomplish the goals of the organization. Naturally, this should lead to an increase in productivity, and hence to an increase in the value of the organization's human resources.

1. Theoretical chapter

1.1 The problem of analyzing the quality of work in management

The variety of forms of ownership, competition between them, and the accelerated development of market relations require particularly subtle, skillful management. The management system should provide conditions under which every leader at any level would consider organizing an active search for real opportunities to increase labor productivity as his most important task. At the same time, it must have the ability for self-regulation and self-improvement, aimed at the widespread use of new highly effective organizational forms and management methods, technologies, and scientific and technological achievements.

Management (in the broadest possible sense) means the creation, management, control and the most efficient use of socio-economic systems and models of various levels.

The main functions of management: planning, organization, motivation, communication, management, development and decision-making processes, control. The relationship of these functions is determined by the fact that it is impossible to manage an unorganized system, that is, the better an enterprise is organized, the less it needs to be managed.

Strong calls for better governance are everywhere. Meanwhile, it is difficult to translate this desire into regulatory requirements, specific indicators for the simple reason that the very term "management quality" is interpreted both in management science and in practice in a very vague, indefinite manner.

The meaning of the concept of "management quality" is intuitively clear and generally reflects the level of perfection of management processes. At the same time, in relation to managerial work, the category "quality" needs to be analyzed not only to reveal the essence of this category, but also in order to clearly structure and form specific ways to improve the quality of economic management.

An attempt to transfer to management the definition of the concept of "quality", used in relation to the products of material production, goods, does not lead to success. Indeed, understanding quality as a set of product properties that characterize its ability to satisfy the needs associated with the purpose of this product, we get only a vague idea of ​​​​what the quality of such a peculiar product as management is. After all, management is not a product, but a type of activity that ends with the creation of such a specific product as control actions, managerial decisions.

On the other hand, the direct product of management is presented in the form of information, and information satisfies the need for it in a completely different way than a material product, and besides, the very need for information produced by management cannot be expressed in such an explicit form, as a need for products, goods, services.

But that's not all. The most important thing is that the information management product in the form of decisions, resolutions, plans, programs, laws, regulations in itself does not satisfy and is not intended to satisfy the final needs of people, society, and the economy. Only by being transferred to the control object, prompting the object to act in the way necessary for the control subject, the control process leads to the creation of a consumable product, the quality of which can already be assessed by the ability to satisfy needs. A whole chain of cause-and-effect relationships arises: "the quality of management - the quality of the functioning of the control object - the quality of the product created by the control object."

1.2 Principles for evaluating the quality of management

Disclosure of the content of the concept of "management quality" to some extent predetermines approaches to its evaluation, development of ways to improve quality. But before describing the methods for determining, measuring the quality of management, it is necessary to establish the initial principles, key ideas for assessing the quality of management of economic objects and processes.

When it comes to product quality, we mean a set of its consumer properties, each of which is either amenable to physical measurement or established by comparison. The vast majority of products are replicated, that is, produced in a significant number of copies. In this case, out of a fairly large set of objects, the best one is taken as the standard of quality. The quality of any object from this group is established by comparing its properties with the properties inherent in this sample: the closer the properties are to the standard, the higher the quality. The standard does not have to exist as a physical object, it can be represented by a set of properties, conditions, requirements, fixed in standards, normative materials, specifications. Such a convenient and reliable approach is practically unacceptable for identifying the quality of managerial decisions. After all, in the process of managerial work, it is necessary to develop a single managerial decision for which the standard cannot be predetermined. Only in the course of developing a management document do we strive to get closer to some ideal result.

Evaluation of product quality is isolated as an independent process, separated from the production process and usually carried out by authorities technical control after the completion of the production process. The situation is different with regard to the quality of planning and management. Here, the assessment of the quality of the finished product is not the main one. Although it may take place, it will be belated, because in this case it is impossible to make a rejection by dividing the final product into good and bad. After completion of the work, when a single document has been prepared, it must be known to be valid. It follows that the isolation and allocation of quality assessment in the form of an independent final control procedure is not typical for management processes.

It is necessary to assess the quality of managerial work, carried out before their completion and allowing to eliminate shortcomings in advance and bring the quality to the required standard. Such an assessment should accompany the workflow by analogy with technological control in material production. Thus, instead of the "work - quality control of the final result of the work" scheme, which is typical for the production of products, the following scheme is used in planning and management: "work and the quality assessment that continuously accompanies it." Such an accompanying assessment is an integral part of the management process, playing the role of feedback in the quality control system of this activity. Accordingly, this assessment does not require isolation in the form of a special procedure isolated from the process being evaluated, and pursues not so much the goal of quality control as the search for ways to improve it.

Based on these prerequisites, we formulate the most important principles for assessing the quality of managerial work. At the same time, we will rely on the initial position, according to which the quality of management is an objectively existing category that reflects the real properties of this activity and is determined by its focus, methods of implementation, and interconnection with other types of activity.

The complexity of quality assessments. This principle is that the judgment about managerial work should be multilateral, take into account different features and properties that express certain aspects of the quality of this type of activity. Since the quality of management is a synthetic concept, irreducible to a single universal criterion, then the quality assessment system should be multi-criteria. Local signs and criteria give an idea only about certain aspects of the quality of managerial work, while the most complete conclusion about the quality can be made only on the basis of a systematic set of features that characterize all the main components of the analyzed management processes.

The possibility of using integral criteria and quality assessments is not ruled out, however, such assessments cannot replace a comprehensive, much more complete and representative system of assessments.

The principle of integrated quality assessment follows from a systematic approach, the application of system analysis in management. Let us formulate the following conditions for the manifestation of this approach, which are taken into account when assessing the quality of control:

Formation of managerial decisions taking into account production, economic, social, market factors;

· interrelation of the purposes and resources, their balance, search of ways of rational use and transformation of resources for achievement of the planned purposes;

Completeness of accounting for resource needs, including labor, material, financial, natural, informational resources;

· taking into account the interaction of regional and sectoral factors;

· taking into account the relationship between different levels of economic management and the interaction of interests of different levels;

accounting for reproduction links between the processes of production, distribution, exchange and consumption of products;

· taking into account the interaction of the stages of a single scientific and technical cycle: "science - technology - production - consumption";

Consideration in the unity of natural-material and cost measurement of production volumes, costs, consumption;

· the relationship of short-term problems with a long-term development strategy, taking into account the long-term consequences of decisions made and their effects in different time horizons;

Accounting for the impact of management decisions on the social environment and the human environment;

analysis of the motives of activity and interests of various social

groups

· taking into account the external economic aspects of the problem under consideration.

Combination of quantitative and qualitative analysis. When establishing the quality of management, it is necessary to apply and combine quantitative and qualitative methods and assessments. Quantitative means such evaluation methods that make it possible to form numerical estimates, while qualitative judgments are not expressed in numerical form.

Qualitative methods of analysis are based on the use of so-called heuristic assessments, usually used by experts, expert groups and commissions, councils, colleges based on experience, intuition, and comparisons. Qualitative analysis is carried out through procedures whose algorithm is not fixed in advance, that is, the content of these procedures is not regulated and the procedures themselves are not of a calculated nature.

Quantitative methods for analyzing the quality of management are carried out through the use of computational procedures and the establishment of quality criteria in numerical form. Quantitative estimates can also be the result of a qualitative method, if at the final stage of a qualitative analysis, a numerical assessment (for example, a score, a coefficient, a predictive value) of a qualitative characteristic is established by an expert.

It should be noted that the division of analysis methods into quantitative and qualitative is not absolute, it is difficult to draw a dividing line between them. There is a tendency to expand semi-qualitative assessments and criteria - ordinal, rank, interval ("fork"), which, in fact, represent mixed quantitative and qualitative meters. The use of such assessments in itself argues in favor of a combination of quantitative and qualitative analysis.

Combination of objective and subjective assessments. Analysis of the quality of management should be carried out both with the help of subjective assessments, expressing the judgments of managers, specialists, and with the use of objective assessments, determined on the basis of information and using algorithms that do not depend on the judgments of individuals. Subjective evaluation is necessary and inevitable, since it allows taking into account the individual opinions of qualified specialists who are most knowledgeable in this issue. But subjective analysis is capable of introducing an element of conscious or unconscious distortion of assessments due to the biased opinion and personal interest of the subject analyzing the quality.

Objective evaluation is free from artificial bias and distortion, but it also has obvious shortcomings. Objectivity, or rather, objectivization, achieved at the cost of using only quantitative information and calculation procedures, sharply limits the ability to take into account those important elements of quality that cannot be directly measured and calculated. Thus, under the guise of objectivity in assessment, incompleteness and unrepresentativeness of assessments can penetrate;

The use of the principle of combining objective and subjective assessments requires a distinction between the concepts: "subjective" and "subjectivist", "objective" and "objectivist".

The subjective approach and subjective evaluation represent a natural manifestation of individuality, personal judgments, one's own point of view based on beliefs, accumulated knowledge, experience, intuition. The subjectivist approach is a deliberate violation of objectivity, a deliberate distortion of the assessment based on personal interest, prejudice, the desire to impose at any cost the priority of one's own judgments. Subjective assessments should be inherent in establishing the quality of managerial work and finding ways to improve them, while subjective assessments should be avoided.

The objective approach is an assessment that is freed to the maximum extent possible from the influence of side factors introduced by individuals who exhibit elements of subjectivism in their judgments. Objectivity is impartiality, authenticity. Objectivism or the objectivist approach is an expression of the desire to defend distorted assessments under the screen of "objectivity". The soil of objectivism is usually the imperfection of methods and evaluation criteria based on the desire to exclude the subjective factor, replacing it with direct measurements, calculations, and quantitative assessments. Objectivist evaluations are the result of a formalistic attitude to evaluation, an excessive preference for formalized methods that can lead to the same adverse consequences as subjectivism.

It is important to emphasize that subjective assessments by themselves, if they do not degenerate into subjective ones, not only do not reduce, but even increase the level of objectivity. That is why they should be combined in every possible way with objective assessments. The objectivity of subjective assessments is facilitated by giving them a group character, that is, the integration of personal assessments into collegiate ones. Therefore, one of the most important conditions for deepening control and improving the quality of managerial work is the adoption and discussion of managerial decisions on a collegiate basis.

A combination of internal and external quality assessment. We will call internal quality assessments carried out by the performers themselves, that is, employees of management bodies. External we will consider quality assessments from higher authorities, the customer of the work, special bodies and persons performing control functions, scientific organizations. External quality assessment is most often used at the final stages of preparation of management decisions, projects, documents.

For managerial work, the most characteristic is the internal evaluation of quality, due to the creative nature of this type of human activity. Operations of introspection, self-assessment, self-control are inherent in management. The formation of managerial decisions in one way or another involves the search for possible solutions, their analysis, selection of the preferred option. Such a sequence of procedures is performed repeatedly by each employee and groups at all stages of the development of managerial decisions. The analysis of options obviously contains an assessment of their quality, thus the assessment procedures are built into any type of management activity. An employee of the management apparatus cannot perform his work without evaluating its intermediate and final results, since with the help of evaluation he adjusts the work to high quality. Of course, the methods and criteria for evaluating different employees differ both in type and degree of perfection, the target setting of the assessment is also different, but the very fact of its presence in any managerial work should be recognized as undoubted.

Self-assessment and self-control contribute to improving the quality of the work of employees of the administrative apparatus, therefore, it is necessary to develop in every possible way their ability to creatively and critically evaluate their work from the standpoint of its quality, deepen self-esteem and increase its role. Quite often, the procedures for internal evaluation of the quality of work by the employees themselves are provided for and regulated by the procedure, organization and technology for their implementation. Thus, the discussion of the progress of work and their intermediate results at meetings of executors and in the process of working contacts between executors and managers is associated with | quality assessment based on cross-reciprocal assessments, comparison of judgments, additional assessments by managers.

Continuity and stages in the implementation of quality assessments.

Assessment of the quality of managerial work should accompany their implementation and, in this sense, be continuous, be present at all stages of the work. The closer to completion the development of an action plan and the preparation of an economic decision, the more difficult it is to make fundamental changes in them aimed at improving quality. As a result, quality assessment should be carried out already in the early stages of work. At each stage, quality assessment aims not only to control the compliance of previously completed work with certain requirements and conditions, but also to establish ways to improve quality at subsequent stages of development and practical implementation management decisions. The closing quality assessment should be carried out according to the final result of the practical implementation of the solution. The continuity of the stage-by-stage assessment of the quality of managerial work is largely ensured due to the organic integration of self-assessment into the technology for the formation and implementation of managerial decisions. At the same time, the methodology, organization and technology of teamwork, the management process as a whole should be built taking into account the need for continuous accompanying quality assessment.

Continuous development of the assessment system. Any set of methods and criteria for assessing quality cannot be considered as comprehensive and complete. The very concept of management quality is continuously developing and enriching as the knowledge of economic laws and social needs deepens. Accordingly, the quality assessment system should be improved based on the progress of economic science.

The constant change in the economy as a management object creates the need to make adequate changes in the economic management system, as well as to improve the methods and indicators of quality assessment, to bring them in line with the new state of the management object.

In addition, if the methods and criteria for assessing the quality of work remain unchanged for a long time, the performers of the work adapt to the assessment system and begin to work not on high quality, but for high quality ratings. In order not to give the opportunity to adapt their activities to the assessment system used, it is necessary to periodically improve this system, making it less vulnerable to artificial adjustment.

1.3 Ways and methods for assessing the quality of management activities

1.3.1 Types of assessment of the quality of management activities

Types of evaluation depend on who evaluates the work and how.

Self-assessment. Any management activity, as already noted, includes analysis and quality control by the person doing the work. Without self-control and self-assessment of quality in the search for the best solution, there would be no rejection, variant selection, which are an integral feature of the process of preparing and making decisions.

By their nature, meaning, purpose, assessing the quality of one's own work is the most thorough, painstaking, detailed and capacious assessment, and with a high professional level of the employee, it is very qualified and profound. Often, few people, except the worker himself, are able to fully establish the quality of the work done. At the same time, the technology of self-assessment is largely individualized, it is difficult to regulate and control it, the results of assessments are recorded mainly in the employee's memory and are not available to the general public. Such assessments are subjective, as a result of which they can be individually oriented. For example, a non-self-critical worker tends to strive for a level of quality sufficient to "surrender" the job. This level will be the limit for him and will receive the highest rating, since further improvement in quality is not in his interests. The author of an idea often tends to overestimate its quality. Therefore, it is necessary to take into account the influence of psychological factors on self-assessment of work.

Evaluation by work managers. Heads of management bodies, projects, programs, scientific supervisors establish the quality of work, relying primarily on a system of "internal" assessments and judgments, the formation procedures for which are not regulated. Since managers act as the creators of the central idea in the development, justification and adoption of managerial decisions, their quality assessments are, on the one hand, self-assessments, on the other hand, control and verification assessments in relation to the work of subordinate employees.

Quality assessments by managers are often formed explicitly and communicated to employees as an element of control, carried out in order to direct work in the right direction, find rational solution eliminate errors and miscalculations of individual employees. Attestation assessment of the quality of work and employees is carried out periodically to check the compliance of employees with their positions, when they are nominated for promotion. Evaluation of work by managers is also carried out when summing up the results of work for a certain period. At the same time, many assessments of the quality of managerial activity, developed by managers, are carried out by them "for themselves", to analyze the options for managerial decisions made by the manager himself, and to screen out unsuitable options.

Algorithms and procedures for assessing the quality of managerial work by their immediate supervisors, as well as self-control of employees, are most often purely individual, based mainly on experience and intuition. Since managers and key employees usually have a high professional qualification, possess the skills of work, deeply understand and perceive the goals of the activity, their quality assessments, in principle, can be the most representative and reliable. However, these assessments are often subjective.

Evaluation by customers. Most different types management work related to the preparation of draft laws and other regulations, draft management decisions, programs, forecasts, justifications, analytical materials, are carried out by order of organizations external to the performers of the work higher authorities. Since the customer acts as a consumer of the results of the work performed, and often its buyer, his judgment about the quality is decisive for the performers of the work. special commission, its conclusion becomes more important than the assessment of the customer Usually, customers are psychologically inclined to underestimate the quality of the work they accept. Evaluation of work by customers can be performed as individual stages are completed or the work as a whole is completed.

Peer assessment. Collegiate assessments include group, collective assessments formed by a group of persons authorized to assess the quality of management work or interested in the assessment. Such assessments are carried out through the formation of a collective opinion of specially created groups of experts of permanent commissions, councils, collegiums, as well as by submitting projects for collective discussion. Collegiate assessments should be divided into the following groups: a) assessments by higher authorities; b) assessments of permanent councils and commissions; c) assessments formed by specially created expert groups; d) evaluation of production meetings of the teams that performed the work; e) assessments based on extensive discussion.

Permanent commissions and councils in the form of collegiums of ministries and departments, academic councils, scientific and technical councils, expert commissions and councils periodically consider, discuss, analyze at their meetings draft management decisions, proposals for improving management, giving them a collegial assessment. At such councils, different opinions and judgments are compared, a generalized opinion is developed, and a high level of representativeness of assessments is achieved. In addition, the most experienced specialists are included in the collegiums and expert councils, which is a prerequisite for the high qualification level of the conclusions they develop. However, the heterogeneity of the composition of the boards, sharp differences in the level of professionalism of their members, the extreme inconsistency of the judgments of the participants in the evaluation process, and the different degree of interest in the objectivity of the assessments often lead to the unrepresentativeness of the overall assessment.

Group evaluation of the quality of work often takes place on the part of the employees themselves, when the review of the results of the work is submitted to the production meeting of a department, sector, or other department. Discussion of the results or intermediate results of activities by persons engaged in this activity is very useful, as it contributes to creative discussions, exchange of views, expression of critical comments from colleagues, as well as the development of collective opinions on ways to eliminate shortcomings and improve the quality of prepared materials, documents, decisions . In addition, production meetings of departments in order to jointly discuss the quality of work performed and ways to improve it contribute to familiarizing employees with the content and nature of the activities of their colleagues, which helps to establish close contacts, deepen interaction and consistency, and ultimately leads to an increase in the quality of the entire department.

The traditional way of developing and strengthening democracy in the development and adoption of major socio-economic decisions has become the involvement of the broad masses in the discussion of their projects. The nationwide discussion of draft management decisions gives rise to many creative proposals on how these decisions can be improved and their quality improved. However, the process of popular discussion, holding referendums and even simple polls public opinion- a very expensive method for assessing the quality of management projects, accompanied by the same statement of the mass of unprofessional judgments and suggestions.

The variety of types and forms of collegial assessment of the quality of managerial work gives it weight and contributes to the widespread use of this method of assessment. Group assessments are widely used in the quality management system of economic activity.

Most collegial assessments of the quality of managerial work are distinguished by the greatest objectivity of all the forms of assessment used. At the same time, their preference is not absolute, because they also have certain limitations that must be taken into account.

Peer assessment has a rather low level of efficiency, requires serious organizational preparation, and a lot of time, so such assessments are used mainly at the final stages of work, when the completed stage of work, the prepared project, is analyzed. In most cases, the development of peer assessments is associated with the need to form groups of high-ranking authoritative specialists who can be attracted only for short periods of time. In this regard, only the most important and significant works become the object of group evaluation. The depth of the collective assessment to a large extent depends on the presence in the assessment group of specialists of a narrow profile corresponding to the content and nature of the work being analyzed. Hence - increased requirements for the composition of the expert group or commission, which are not always possible to meet. It is difficult to develop a common, agreed collegial assessment in the face of a significant divergence of opinions of individual members of the commission, while the difference in judgments about the quality of different analysts is quite natural. Initial attitudes, motivational factors, group interests of persons involved in the assessment can significantly affect the collegial assessment. An individual assessment of the quality expressed by the head of the expert group can have a decisive impact on the group conclusion. In this regard, additional quality control of the activities of the experts themselves is necessary.

Individual assessment by experts, supervisors, auditors, auditors. To assess the quality of management, management work, individuals, specialists in the field of the activity that is being assessed can and are involved. Most often, such an assessment is the subject of external expertise. The results of evaluations in this case are very sensitive to the level of professionalism of the expert, his position in relation to the performers of the work, as well as his own point of view on how the problem should be solved. To suppress and mitigate such effects, they resort to the involvement of several independent experts. In this case, individual assessments are essentially transformed into group, collegiate assessments. There are even methods for reducing local assessments into a general one, called methods of expert assessments.

Let us now consider the types, forms of presentation of assessments of the quality of managerial activity. On the basis of the formalization of assessments, assessment methods are divided into non-formalized, formalized and mixed.

Non-formalized, qualitative methods are understood as heuristic evaluation methods that are not described with the help of formulas, mathematical dependencies, logical and computational algorithms and are not implemented with the help of technical cybernetics, but are accessible only to the human brain, developed on the basis of experience and intuition. Accordingly, methods based on the use of mathematical dependencies are considered formalized, the procedures of which are performed according to formal-logical algorithms that can be implemented using computer technology. In partially formalized (semi-formalized) methods, formalized and non-formalized procedures are combined, combined, interspersed.

According to the form of expression of quality assessments, assessment methods can be divided into two groups: qualitative judgment and quantitative numerical assessment.

A qualitative judgment belongs to the category of verbal (verbal) assessments that are not included in a regulated scale. Such judgments are most often not ordered either by the composition of the assessments used, or by their rank. The level of quality of managerial work, expressed as a qualitative judgment, is determined by the semantic meaning of the assessments made. At the same time, such commonly used assessments of work as "satisfactory", "unsatisfactory", "good", "bad", "excellent", " high level", "low level", can be strengthened or weakened by including such assessments as "quite satisfactory", "very positive", "not entirely satisfactory". Qualitative assessment should, at a minimum, answer the question, is whether the work is in the zone of acceptable quality, that is, whether it satisfies the requirements.The content of quality assessments is significantly enhanced if it is prescribed in advance which aspects of the quality of work they should reflect (for example, relevance, novelty, efficiency, meeting deadlines, etc.), thereby in fact, a vector of estimates is formed, the components of which correspond to individual features or quality criteria.

Quantitative quality assessments, expressed in numerical form, also have a multilateral, insufficiently normalized structure. Numerical indicators of the quality of managerial work can be either dimensional, expressed in certain units of measurement, or dimensionless, relative. It should be noted that along with an unambiguous deterministic estimate represented by a single number, interval, "fork" estimates are quite acceptable, and often necessary, indicating the lower and upper boundaries "from and to" and probabilistic estimates in the form of the mathematical expectation of the estimate value and its variance or even a distribution curve of score values. Quantitative assessments of the quality of work can take a different form.

If relatively homogeneous, comparable works are evaluated, then an ordinal assessment is acceptable, which determines the place of this work in a series of comparable ones in terms of quality. This place is established by arranging the works in ascending or descending order of quality, as well as highlighting the works that occupy the first (prize) places. This approach is usually called ranking, and the ordinal assessment itself is called a rank or rating.

A scaled (scaled) assessment determines the quality level of the work according to the place it occupies in a pre-normalized scale of quality categories (for example, it is possible to divide works by quality into the highest, first, second categories).

The scoring is expressed in special relative units - points, each of which is taken as a certain "dose" of quality, and the overall score is determined by summing the points obtained for achieving a certain level of quality for each of the criteria (properties).

The coefficient assessment is expressed in the form of quality coefficients, which are the degree of approximation or the ratio of a certain indicator of the quality of work to the standard or base level of this indicator. If the base level is assumed to be equal to one, then the coefficient directly characterizes how much the evaluated work does not reach or how much the evaluated work exceeds the standard one in quality.

Ordinal, scale, point and coefficient estimates are not yet widely used in establishing the quality of managerial work, although there is a tendency to expand the scope of their application. Level and parametric assessments are more suitable for establishing the quality of managerial activity.

A level assessment is a widely used type of coefficient assessment, representing the ratio of the criterion (indicator) of the quality of a given work to a specially established base value of the same criterion Management is considered to be of high quality if the quality criterion that favors its increase exceeds the base value or tends to increase, and vice versa.

A parametric assessment represents the absolute value of an economic indicator determined in the process of developing a management decision (growth rates, proportions, performance indicators, savings indicators, levels of satisfaction of needs, terms for solving problems), the analysis of which allows one to judge the quality of the decision formation. if it favors or directly provides for the achievement of a high level of those indicators that characterize the rise in production, economic growth, saving resources, the standard of living.

1.3.2 Benchmarking methods for governance quality

Among the most common methods for establishing quality is the comparison of the subject being assessed with another, taken as the basis for comparison. As already noted, in relation to managerial work, managerial decisions, and control actions, due to their unique, non-mass nature, it is difficult to choose a comparison base, since there are no standards to be compared to and based on the results of comparison with which it would be possible to clearly establish the quality level. Although, strictly speaking, a single-produced product has no direct analogues, it can be compared with products that are similar in appearance, type, purpose, and application. The same applies to a certain extent to the products of managerial activity, to managerial work and processes. There are several types of comparison bases that allow, with a certain degree of conventionality, to identify the quality of managerial work and its results on the basis of a comparative comparative analysis.

The method of statistical comparisons is based on comparing the parameters (criteria) of the quality of the evaluated work and its results with indicators similar in content that characterize previous works. For this purpose, based on the accumulated information about previous works, statistically ordered sets (in the form of, for example, dynamic, time series) of real values ​​of quality parameters achieved in previous periods are built. Steady trends in changes in these parameters are identified, through qualitative analysis, the favorable or unfavorable nature of these trends, the desired directions and areas for their further change are established. The judgment about the quality of the work being evaluated is formed by considering the place that the indicators characterizing it occupy in the statistical field of their previous values. If the indicator falls into the zone of favorable trends, it indicates the quality of managerial work in accordance with the given criterion, and vice versa. Quality is determined by the degree to which the estimated parameter corresponds to stable favorable trends that have taken place in the past, or the degree to which unfavorable trends have changed in the past. better side by making a measurable management decision. The method of statistical comparisons is used in planning when making judgments about the reliability, intensity, progressiveness of the developed plans, projects, programs by comparing them with previous analogues. It is preferable to use this method for assessing the quality of managerial decisions in a fairly short term.

The method of comparing planned and actual results is based on a comparison of planned indicators with those actually achieved as a result of the implementation of the planned decisions. In this case, the comparison base is formed by an information array of reporting indicators on the real results of the implementation of management decisions. The level of work quality is determined by the measure of compliance of the actual results obtained with those that were outlined during the development and adoption of plans, projects, programs, forecasts, other documents, decisions. Comparison of intended and actual results gives objective assessment quality of management activities. However, the basis for such a comparison can be formulated only after the practical implementation of the decisions, which significantly postpones the timing of a potentially possible assessment of the quality of work from the period of their implementation.

The method of analysis of experimental results is applicable in cases where the progressiveness and effectiveness of a management decision before its widespread distribution and implementation are tested selectively under experimental conditions in a group of regions, industries, associations, and enterprises. The quality of the developed solutions is established by comparing the performance indicators of economic objects under experimental conditions with similar indicators that took place before the transition to the experiment, or with the performance indicators of objects that were not transferred to the experimental conditions. This approach has a common original idea with the method of comparing planned and actual results, but differs significantly from it in that the actual results are compared with the past, that is, in essence, a statistical comparison base is used.

The method of comparison with the results of economic and mathematical modeling of the activity of the control object is based on a comparison of the parameters and indicators laid down in projects, program plans and other economic decisions with the values ​​of similar indicators obtained through mathematical (simulation) modeling of the processes of functioning and development of the object. When using this method, the basic indicators are formed on the basis of model forecasting, that is, using a scientifically based forecast. Based on the results of several calculations on different models or conducted by different research organizations, it is possible to establish the predictive values ​​of indicators achieved in the implementation of the strategy of the program plan and other economic decisions. Comparison of the intended results with indicators determined by modeling (forecasting) makes it possible to judge the quality of draft plans and programs.

A variant of this method deserves special attention, in which the comparison base is formed on the basis of optimization models. In this case, the calculations make it possible to determine the optimal indicators of the development of the object, which can be considered as ideal and to judge the quality of the project plans for the programs for the development of the object by the degree of approximation of their indicators to the optimal ones. However, this approach, despite all its attractiveness, has the obvious disadvantage that the optimality criteria (objective functions) used in optimization models are always conditional, and the models themselves do not adequately describe the actual development of the object being modeled. If with the help of models it was possible to establish with confidence the optimal real indicators, then they should be included in the management decisions made and the object should be directed through management strictly in the model direction.

The method of normative comparisons is based on comparing the indicators and parameters of the proposed draft plans, programs of resolutions and other management decisions with normative values relevant indicators, that is, with resource consumption rates, technological standards, efficiency standards, rational consumption rates, taxation rates, and bank interest rates. If the normative base for comparison is progressive and scientifically substantiated and reflects the advanced achievements of technical and technological progress, then the quality of management activity can be judged by how much it directs the economic and social development into the norm. The difficulty of applying the normative method for assessing the quality of management activities is due to the imperfection or lack of a number of standards, the complexity of updating them. Standards, including standards for management activities, are also the basis for normative comparisons.

A kind of self-selected form of the regulatory framework is a task for the performance of work or a target setting developed by the customer, which determines the desired level or limit limits for changing the quality criteria characterizing this work The assessment of the quality of work is formed as a measure of compliance with the set requirements and conditions. However, most often the task cannot be used as the only base of comparison, since in relation to managerial work it is usually of a general installation nature, does not cover all the parameters of the work and may not have sufficient validity, since the customer tends to expect a little more from the work than it really can to give.

The method of comparison with the level of world achievements is based on the fact that indicators that characterize the quality of work, determined in the process of performing the work being evaluated, are compared with indicators of similar content achieved in world practice. The comparison should be made taking into account the dynamics of the level of the highest world achievements and the trends of its change during the implementation of the planned management decisions. Thus, this method of comparison is combined with the method of predictive comparisons. Its use is limited by two circumstances. First, this requires a sufficiently complete and representative database of the level of world achievements, the formation of which is an independent problem. Secondly, due to the specifics of the functioning and development of economic objects, formally homogeneous indicators turn out to be incomparable if they relate to different social, economic, natural conditions, therefore, the highest achievement obtained in one conditions cannot be considered a target for other conditions.

The method of comparison with similar works is based on comparing the results or other qualitative properties of this work with those obtained in the course of performing similar or similar works, the second ones were carried out earlier or are carried out in parallel with the one evaluated in the competition. Even if there are works-analogues performed by other organizations and performers, their comparison is feasible in terms of a limited number of quality indicators due to the fact that the conditions for the work and the staffing of performers are not the same.

The method of variant comparisons is a natural, widespread technique for establishing the quality of managerial work, carried out by forming a comparison base based on the development of several options for draft management decisions and comparing them with each other. This approach is convenient because it does not require a search for a comparison base external to this work. In addition, with variant analysis, one can not only establish the comparative quality of options, but also choose the best option that approaches the optimal one. However, the need special formation many options greatly complicates the work.

All the described methods for establishing quality ratings based on comparison are focused on the formation of ratings based on local indicators. But along with local, single estimates, it is of interest to use generalized estimates, among which complex and integral ones can be named.

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Quality management at enterprises is carried out with the aim of continuous improvement of products and services provided. It is also aimed at bringing goods in line with state and international standards. The basics of quality management regulate the most important points that allow you to meet the needs of consumers and ensure an appropriate level of safety.

Concept definition

The essence of quality management can be defined as a purposeful activity of managers and employees of an enterprise to influence manufacturing process in order to continuously improve product quality. This activity can be carried out by both senior management and ordinary personnel.

Quality management is an element of the overall management structure and an integral part of any production. This branch is responsible for developing a clear policy regarding quality, setting goals, as well as defining the tasks through which they will be achieved. There are certainly processes such as planning, as well as providing all the necessary conditions and supplying resources to ensure that products meet established standards.

It should be noted that quality management is carried out at each stage of the life cycle of a product. This process starts at the idea and development stage. project documentation. And even after the product is sold and put into operation, quality managers collect certain information in order to improve the next batches.

The object of quality management is directly the production process, which begins from the moment the idea for the manufacture of a particular product arises. And the subjects are the heads of the enterprise, which include both top management and heads of individual departments. The process itself implies the consistent performance of a number of functions: planning, organization, coordination, motivation and control.

Development of quality management

Quality management is constantly being improved. The development of management has gone through several historical stages:

• Until the end of the 20th century, there was individual control. Each manufacturer independently evaluated its product for compliance with the original sample or project.
• Already by the beginning of the 20th century, the need for the distribution of responsibilities became obvious. This is how shop control arises, which implies assigning an individual area of ​​responsibility to each of the workers.
• At the next stage, we can talk about the emergence of administrative control, which implies the direct participation of top management in quality management processes.
• With the growth of the scale of production, it becomes necessary to create separate technical control services at the enterprise, which not only assess the compliance with the standards of the final product, but also monitor the entire production process.
• Since there is a need for a qualitative and quantitative assessment of production results, statistical methods are beginning to be used.
• A system of universal control is being introduced. This refers to the involvement of employees at all levels in quality management.
• At the beginning of the 21st century, a international organization ISO, which deals with the standardization and certification of products.

How quality is managed

The process of quality management in each individual company can be carried out in different ways. However, there is standard scheme, which determines the actions of managers at various levels on this issue.

So, speaking of senior managers, it is worth noting that their responsibilities include comprehensive interaction with external environment. It implies a timely response to changes in standards, as well as legislative acts. Also on the shoulders of senior management lies the responsibility for developing policies and defining action plans aimed at improving product quality.

Speaking about the duties of middle managers, it is worth noting that they comply with all decisions and orders of the directorate regarding compliance with quality standards. They directly influence the production process and control all its stages. If top management determines the strategy, then middle management builds operational short-term plans based on it. We can say that certain levels of quality management are formed that correspond to the general hierarchy in the organization.

An enterprise policy such as general government quality, characterized by a number of features:

• the company's strategy is aimed at improving quality, which is reflected at all levels of management;
• staff motivation is aimed at making them interested in improving product quality;
• the mechanism and process of production is flexible enough to ensure its rapid adaptation to changing standards and customer needs;
• implementation production activities in accordance with generally accepted international standards;
• compliance of control systems with modern theories and approaches;
• mandatory certification of all types of products.

Quality management system

The enterprises have a certain structure, which implies the interaction of all levels of management in order to ensure the proper quality of products. This is one of the mandatory conditions dictated by modern market conditions. This phenomenon is known as a quality management system, which is guided by a number of principles:

• clear communication should be established between the heads of various departments;
• quality management should use a systematic approach;
• it is necessary to distinguish between the process of product development and the process of its direct production;
• this system should perform a limited number of functions that would clearly separate it from others available in the enterprise.

It is worth noting the annual increase in competition in the market. One of the main aspects this process is the conformity of goods to quality standards. As a result, enterprises began to pay more and more attention to this aspect of production. In this regard, there is a need for a certain material base, as well as modern equipment and technology. However, the most important point is the staff. It is important to introduce the right system of motivation, as well as such a management philosophy, in which each employee will feel personally responsible for the final characteristics of the product.

Such a quality management system requires significant efforts, which largely depend not only on the scale of production, but also on the type of products produced. Also, management is required to continuously respond promptly to any changes in the international standards ISO 9001, as well as various industry documents.

Quality management methods

Quality is a fairly broad and capacious category, which has many features and aspects. One of these features can be considered quality management methods, the list of which is as follows:

• Administrative methods are some directives that are mandatory. They should include:
  • regulation;
  • norms;
  • standards;
  • instructions;
  • leadership orders.
• Technological method - consists in both separate and cumulative control over the production process and end result. To this end, all kinds of modern engineering tools are used, which are being improved every year. The most objective results are characterized by automated devices that measure and evaluate certain parameters without the participation of the employees of the enterprise.
• Statistical methods - based on the collection of digital data on the output of products, as well as its quality indicators. Next, the obtained indicators are compared for different periods in order to identify a positive or negative trend. Based on the results of this analysis, a decision is made to improve the quality management system.
• Economic method - consists in assessing the cost of activities aimed at improving quality, as well as financial result, which will be achieved after their implementation.
• Psychological method - implies a certain impact on the workforce, which consists in the desire of workers to the highest quality standards. Both self-discipline and the moral atmosphere in the team are important here, as well as an assessment of the individual characteristics of each of the employees.

In order for actions in the field of quality control at the enterprise to be successful, it is recommended to combine these methods and carry out work on quality management in a comprehensive manner.

Functions

The following quality management functions can be distinguished:

• forecasting - implies the definition based on a retrospective analysis of future trends, needs and requirements in the field of product quality;
• planning - involves the preparation of promising documentation regarding new types of products, future quality levels, improvement of technology and materials (there is a development of a certain reference product or production method, the quality level of which production should strive for);
• technological quality assurance, which implies full preparation for the start of the production process;
• metrological support - implies the definition of standards and bringing to them all objects related to production;
• organization - includes ensuring interaction not only between individual structures of the enterprise, but also between the internal and external environment;
• ensuring stability - consists in the constant striving for a certain level of quality, as well as the elimination of all shortcomings and deviations identified in the production process;
• quality control - aimed at identifying compliance between the planned and achieved level, as well as compliance with its declared standards;
• analytical function - involves the collection and study of information about the results of the enterprise;
• legal support - is to bring all systems and processes in the company in line with the law;
• stimulating the improvement of the quality level - includes the motivation of employees.

It should be noted that the functions of quality management, with the exception of specific items, largely overlap with the basic functions of management.

Basic principles

The principles of quality management are the basis of the system of international standards, and they can be described as follows:

• the production strategy must be entirely consumer-oriented (this applies not only to the range, but also to the level of quality of goods);
• the management of the enterprise is responsible for providing the necessary conditions to achieve a given level of quality;
• all personnel of the company - from the highest to the lowest level - should be involved in the process of improving the quality of products, for which a system of motivation and incentives should be used;
• quality management should be carried out on the basis of a systematic approach, which consists in the perception of all departments of the enterprise in their inextricable relationship;
• it is unacceptable to set the final limits of quality, but should be guided by the principle of continuous improvement of its level;
• the adoption of any decisions related to changes in production technology in order to improve product quality should be justified by figures that characterize the economic feasibility of introducing certain innovations;
• in an effort to improve the quality of the final product, it is worth demanding the same from suppliers of raw materials, materials, as well as machinery and equipment.

Compliance with these principles is the key to an effective organization of quality management.

Terms

In order to apply these principles in practice, it is necessary that the following quality management conditions be present:

• a plan for improving production must be developed or specific economic indicators to which the enterprise aspires;
• actions to improve the existing system are expedient only if there are significant deviations from the specified parameters;
• these deviations must be clearly measured, it is necessary to obtain a description in the form of specific figures or economic indicators;
• the enterprise must have sufficient resources and a level of capability to improve production and bring it into line with benchmarks.

ISO

Most modern enterprises use international ISO quality management standards in their production activities. This is an organization in which representatives of 147 countries take part. This allows the creation of unified requirements for goods and services that not only provide a high level of quality, but also contribute to the development of international trade.

The ISO-9000 quality standard is the most widespread in the world. It contains 8 basic principles according to which activities should be organized. These include:

• focus on customer needs;
• unconditional leadership of the head;
• involvement of employees of all levels in quality management processes;
• division of the production process into specific stages and components;
• understanding of quality management as a system of interrelated elements;
• continuous striving to improve product quality and improve production mechanisms;
• all decisions should be made only on the basis of facts;
• the relationship of the organization with the external environment should be mutually beneficial.

Speaking about the ISO 9001 system, it is worth noting that it defines specific requirements, which, unlike principles, are mandatory. According to this standard, enterprises receive a certificate that confirms the appropriate level of their products, able to fully meet the needs of customers, as well as ensure safety.

The ISO 9004 system is a guide for those enterprises that seek to improve the quality of their products and improve production. Implies detailed description all stages that will bring production in line with increasing requirements.

It should be noted that bringing production in line with ISO standards is a voluntary decision of the manager. However, for ambitious organizations that do not want to be limited to local markets, following these regulations, as well as obtaining the appropriate certification, is mandatory.

Why quality management is needed

Modern quality management poses many challenges for manufacturers, the implementation of which ensures the appropriate level of product quality. Although following international standards is a voluntary initiative, an increasing number of firms are joining it to strengthen their position in the market. The objectives of quality management can be described as follows:

• improving the level of quality, as well as ensuring product safety;
• improvement of the production process in order to achieve the highest economic results;
• creating a positive image in the market, which will significantly increase sales;
• obtaining a significant advantage over competitors;
• attraction of investments;
• entering new markets;
• in case of following international standards - export of products abroad.

Every head of an enterprise must be aware that ensuring a high level of quality is necessary not only for the end consumer, but also for the enterprise itself. Why? A competent organization of quality management, as well as adherence to all state and international standards, open up new markets for products, and therefore, allow us to achieve the maximum profit rate.

Main problems

Quality management is accompanied by a number of problems and significant obstacles. Among them are the following:

• combination marketing activities in full compliance with all principles and quality standards;
• despite the economic interests of the enterprise, the entire quality assurance system must take into account the requirements and requests of the consumer;
• continuous quality control at all stages of the production process;
• lack of qualified personnel, sufficiently aware of the latest standards.

Quality tools

The following groups of quality tools can be distinguished:

• control tools that allow assessing the feasibility of making certain management decisions;
• quality management tools - include comprehensive information about the parameters of a particular product and the features of its production (mainly used at the development stage);
• analysis tools - allow you to identify "bottlenecks" and determine areas for improving production;
• design tools - are used at the stage of product development and allow you to identify the most significant for potential consumer quality characteristics goods.

It should be noted that ensuring a high level of product quality is the initial task of any modern enterprise that seeks to take a stable position in the market, as well as expand its boundaries. Obtaining the ISO 9001 international quality certificate allows you not only to increase your reputation, but also to enter the international arena.

The above analysis showed that all modern quality management methods use a process approach and use the PDCA cycle or its modifications. However, process management approaches differ.

At the moment, there are two main ways of managing within the framework of the process approach: simultaneous improvement within all existing processes and the allocation of key processes and managing the organization through them.

The first approach is highly dispersed in the organization's resources and often does not take into account economic feasibility. The second approach seems to be more effective, however, the lack of widespread improvement within each process reduces improvement activities to a number of projects.

Within the framework of this approach, process control is usually implemented through decomposition AND OE \u003d [ dividing its KEY ГЕОДПрОЦСССа, на котором фокусируются дальнейшие усилия по управлению. Однако !} this method, carried out by modern methods of process control, has a number of su SCST IICE1 n s to s i a g con.

First, the search for a key sub-process is limited to calculating the contribution of individual sub-processes to the quality indicators of the process itself. At the same time, the systematic approach involves the analysis of not only individual elements of the system, but also the relationships between them.

Secondly, when determining the key sub-process, the correlation between the quality indicators of the sub-processes is not determined. Accordingly, it is not possible to isolate a sub-process, improvement, which will achieve process improvement with the least effort.

Thirdly, it does not take into account the ever-increasing in connection with the scientific technical progress the complexity of processes, which are systems to which direct influence on key elements is often difficult. At the same time, the term complex process in modern methods is not unambiguously defined.

The analysis carried out allows us to formulate the main requirements for the methodology developed within the framework of this study:

Firstly, in the methodology being developed, definitions for the concept of "complex process" should be developed.

Secondly, the methodology should contain the necessary organizational conditions for its implementation.

Thirdly, the methodology should contain approaches to the decomposition complex processes and highlighting the quality indicators of complex processes” of their constituent sub-processes.

Fourth, the methodology being developed should provide approaches and tools for assessing the relationship between individual sub-processes, including the conditions for their flow, as well as their alliance with the outputs of a complex process.

R-cit.rx, the methodology should determine the way in which improvements are assessed.

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