Continuous improvement in the company's quality management systems. Recommendations for improving the documented QMS procedures at the enterprise

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The sequence of the implementation of the four stages of the implementation of the process of continuous improvement in the quality management system of the organization is discussed, namely: 1) selection of the process that requires priority improvement; 2) a description of the selected process; 3) process improvement (initially on a small scale) based on problem solving methodology; 4) full-scale implementation of the improved process. After the completion of the next iteration of the process of continuous improvement, in relation to the previously most defective process, it is necessary to proceed to the selection of a new process that requires improvement, and again repeat all four stages.

quality Management System

continuous improvement process

four stages of implementation

problem solving methodology

implementation of an improved process

1. GOST R ISO 9001-2008 Quality management systems. Requirements. - M.: Standartinform, 2009 .-- 30 p.

2. Ponomarev S.V. Product quality management. Quality management tools and methods: textbook. manual. / S.V. Ponomarev [and others] - M.: RIA "Standards and Quality", 2005. - 248 p.

3. Mishchenko S.V. Using the methodology for solving problems, tools and methods of quality management when performing scientific research / S.V. Mishchenko, S. S. S. Al-Busaidi, G.A. Neighbors and others // Bulletin of TSTU. - 2012. - No. 1. - S. 6-19.

4. Rampersad H.K. Total Quality Management: An Executive Guide to Continuous Improvement. - Berlin-Heidelberg: Springer - Verlag, 2001 .-- 190 p.

The process "8.5.1 Continuous improvement" in accordance with the requirements of GOST R ISO 9001-2008 should be considered as the basis for systematic orderly work (as part of a team) aimed at continuously improving the quality of all processes and activities of an organization that has implemented a quality management system (QMS). In order to implement the process of continuous improvement, everyone in the organization must see continuous improvement as something normal.

In fig. 1 illustrates the sequence of actions for the practical implementation of the process of continual improvement in QMS organization... From this figure, it can be seen that the process of continuous improvement with each new repetition (at the next iteration) includes four stages.

Let's take a closer look at the content of the work performed at each stage of the continuous improvement process:

I... Select the process (s) that need to be improved first.

At the first stage of each iteration of the continuous improvement process, one or several processes are selected that are currently the most critical (defective) and first of all need to be improved.

At the later stages of repeating the process of continuous improvement (when, after a few years, almost all processes in the organization will be improved and there will be no defective processes), at the considered first stage, when choosing a process that requires priority improvement, instead of defective ones, the processes that provide the greatest opportunities for improvement should be considered. , for example, in terms of both the creation of adding value in this process, and the receipt of the total profit from the system of all processes of the organization.

When selecting the processes that need to be improved first, the following procedure can be recommended.

1.1 Formation of a team of experts from the top management of the organization.

At the first iterations of the process of continuous improvement, the work of this team should be carried out under the leadership of the first person (rector, general director) of the organization, and in subsequent years - under the chairmanship of a representative of the management in the organization's QMS.

Figure: 1. Graphical model of the implementation of the continuous improvement processin the organization's QMS.

1.2 Implementation by this command expert assessments and / or brainstorming (storming) to determine the list of processes that create the bulk of costs (losses, losses) due to a high level of inconsistencies (defects) that reduce the level of quality of products and / or services.

When defining a list of such processes, you should use:

• results of internal and external audits (checks) (clause 8.2.2);
• data analysis results (clause 8.4) providing information:

a) customer satisfaction (clause 8.2.1);

b) to determine the requirements for products (clause 7.2.1);

c) monitoring and measurement of processes (clause 8.2.3) and products (clause 8.2.4);

• results of corrective (clause 8.5.2) and preventive (clause 8.5.2) actions;
• the results of management reviews (5.6), including policy reviews (5.3) and quality objectives (5.4.1).

As a result of the work of a team of expert leaders, there is a fairly extensive list of processes that need to be improved. To reduce the list of such processes, one should refer to economic data.

1.3 Collection of economic data on costs (losses, losses) in the implementation of processes selected by the expert managers.

The following is based on the Pareto principle. If at the previous stage (1.2) N processes were selected, then up to 70 ... 80% of the total losses during the execution of the processes under consideration are created by only 20 ... 30% of these processes. If N \u003d 5, then only 1 ... 2 processes cause up to 70 ... 80% of economic losses.

Therefore, at this stage, it is necessary to organize and carry out the collection of data on the costs of nonconformities (defects) in each process. As a result, the team of expert leaders manages to significantly reduce the list of processes requiring priority attention and the allocation of financial, material and human resources to solve problems of their improvement.

1.4 Decide which process will be improved.

If the first person (rector, CEO) of the organization had unlimited resources to carry out the process of continuous improvement, then he would allocate necessary resources to each process owner and would say, "Improve your process!" In practice, any manager has very serious limitations in the resources available to him. Because of this, in order to improve each process requiring priority improvement, in many cases, you have to go to a bank to get a loan.

The economic data prepared by the team of leading experts at the previous stage (1.3) allows the chief executive of the organization to make an objective decision about which process should be improved first. As a result, an item is included in the action plan for the next year providing for the implementation of work to improve the selected process and determining the source of funding for this activity.

II... Description of the selected process.

In the second stage of each new iteration of the continual improvement process under consideration, the following is performed:

2.1. Formation of a team of specialists to improve the selected process.

At this stage, at the suggestion of the members of the team of expert leaders, the first person of the organization appoints the leader of the upcoming work to improve the previously selected process. This leader forms a team of specialists who will work to improve the process. The team includes both specialists directly involved in the implementation and management of the process under consideration, and specialists involved in the implementation of supplier processes and consumer processes of the process being improved.

The main task of the team of specialists and its leader (at the second stage) is to compile a description of the process under consideration in the state in which it was before the start of work on its improvement.

2.2. Determination of the boundaries of the process and the interfaces of its interaction with other processes.

Before describing the process "as is", it is necessary to define the boundaries of the process under consideration and the interfaces of its interaction with the supplier processes and with the consumer processes, and also give an answer to the question: "Who is the owner of the process?"

As a result of this stage (2.2), it may be necessary to include new members in the team of specialists, representatives of organizational units that were not previously taken into account when forming the team.

2.3. Description of a process in the form of a flow diagram (flowchart), chain or network of sub-processes (operations).

In step 2.3 of the second step, team members describe the process under consideration using quality management tools and methods, such as:

• flow diagram (block diagram) showing the sequence of the process operations;
• chain or network of sub-processes (operations).

As a result, there is a clear understanding of which sub-processes (operations) are performed during the process and what are the areas of responsibility of each operator (owner of the sub-process).

2.4. Determination of control points and critical stages (sub-processes, operations) of the process under consideration.

At this stage, the members of the team of specialists determine the control points (places) at which the operators of the sub-processes (operations) must monitor and measure to control the quality of the performed activity. In addition to control points, it is necessary to identify critical stages (sub-processes, operations) in which increased attention should be paid to monitoring, measuring and managing the work performed.

As a result of the second stage, a team of specialists draws up a description of the process with a clear definition of its boundaries and interfaces of interaction with supplier and consumer processes. The resulting process description also defines the locations and critical stages at which it is necessary to monitor, measure and take control actions to prevent the occurrence of nonconformities.

III... Process improvement (initially on a small scale) through the application of problem solving methodology.

At this third stage, the actual improvement of the process under consideration is carried out. This should use a problem solving methodology that is a detailed version of the Deming Plan-Do-Chek-Act (PDCA) improvement cycle. In accordance with the recommendations of the problem solving methodology (MPM), in the third stage of each iteration of the continuous improvement process, the following work steps should be performed.

3.1. Identifying the problem to be resolved during process improvement work.

At the very first meeting of the team of specialists, dedicated to solving the issues of improving the process under consideration, a problem statement should be formulated, which should be resolved within the third stage. The correct formulation of the problem is very important for finding the true reasons that will allow you to develop an effective solution to this problem.

To clearly describe (define, formulate) the problem requiring resolution, team members should know:

• what difficulties, inconsistencies, defects and / or unnecessary costs appear during the process;
• where and in what situations these difficulties occur;
• what aspects of the personnel's activity play the most significant role.

To answer these questions, it is necessary to obtain information from all possible sources, for example, from reports:

• about claims, recommendations and complaints from customers;
• on the study of proposals, requests and expectations of consumers;
• on the implementation of the considered and other processes;
• about seminars, conferences and meetings with consumers.

Correctly formulated problem statement:

• outlines the properties and specifics of the problem;
• identifies (establishes) the consequences and results, not the causes of the problem;
• focuses on the difference between how it is done now and how it should be;
• includes a comprehensive study of the manifestations of the problem: what is happening? how often? how much? when? in which cases?

3.2. Collect statistics and determine (based on the Pareto principle) the most costly major inconsistencies (defects).

For the correct and accurate resolution of the problem, it is necessary to know the main indicators of the effectiveness and efficiency of the process in the state in which it is before its improvement. Therefore, team members need to re-discuss the previously drawn up description of the process in the form of a flow diagram (block diagram), a chain or network of sub-processes (operations), as well as previously identified control points and critical stages (sub-processes) that require monitoring, measurement and control.

If necessary, amendments should be made to the previously compiled (in stage 2) description of the process, and then checklist forms should be developed to collect and record data on performance indicators during the process (before its improvement).

If necessary, it may be necessary to carry out work on training personnel in the requirements and practical skills of work on filling out checklists.

After that, they begin to collect data on the performance indicators of the activity of the process under consideration at all the intended control points. At the same time, data on inconsistencies (defects) are recorded in the checklists in accordance with the recommendations. If the process operator, when registering the next manifested inconsistency (defect), knows its cause, then this information should also be entered in the checklist. However, the main task at this stage is to register inconsistencies (defects), and information about their causes will be useful at the next stage of the third stage.

From the data collected using the checklists, team members should build a Pareto chart that graphically displays information about which inconsistencies (defects) are most common. If it is possible to build a Pareto diagram not in the number (pieces) of defects, but in monetary terms (taking into account the economic losses in rubles caused by each type of defect), then this is exactly what should be done. Note that the construction of a Pareto diagram, expressed in the number of defects, makes sense only if the losses from each type of defect are approximately the same.

The result of this work is a Pareto chart, with which team members decide which major types of inconsistencies (defects) are most costly to carry out the process before it is improved. Based on the Pareto principle, team members from 2-3 types of basic inconsistencies can easily identify one main defect that creates the main losses due to an insufficient level of quality control of the process under consideration.

3.3. Identification of the causes of the main nonconformity (defect).

1. application of the expert method;
2. application of statistics on the causes of nonconformities.

3.3.1. Using the expert method.

When using the expert method, team members, through brainstorming (storming, siege), generate many possible causes of the previously identified major discrepancy (defect). In this case, you can use the mnemonic technique 4M, ..., 6M, recommended for data stratification, according to which each brainstorming session should be devoted to determining a list of reasons for the following factors:

1. manpower (personnel, their qualifications, seniority, gender, etc.);
2. machine (machines, machine tools, equipment, manufacturers, etc.);
3. material (material, raw materials, components, suppliers);
4. method (method, technology, technological mode, reception);
5. measurement (measurement, method, instrument type, accuracy class, etc.);
6. media (environment, temperature, air humidity, solar radiation, magnetic and electric fields, etc.).

As a result of such work, an Ishikawa diagram appears, which usually includes up to 20 ... 30 types of causes of the main discrepancy (defect).

It is clear from the Pareto principle that up to 70 ... 80% of cases of manifestation of the main defect arise due to the action of no more than 20 ... 30% of the reasons. In this case, the use of expert methods should be recommended to determine the root causes of the main nonconformity.

The simplest version of the expert method can be implemented as follows. Each team member (on the instructions of the leader), based on his work experience (independently of other team members), makes a list of the five most important reasons for the main nonconformity, and each team member puts the most important (from his point of view) reason at the top of this list. the second most important reason, and so on.

As a result, the leader receives from the team members ranked lists of the main reasons for the considered nonconformity-defect. When comparing the resulting lists, it is easy to identify the reason that was named by most of the team members. This is the most likely root cause leading to the emergence of the major discrepancy under consideration. Doing so can easily identify the second most likely cause, and so on.

The results of such work to identify the most important causes of the considered discrepancy-defect should be displayed on the constructed Isiskawa diagram, for example, mark the arrow representing the most important reason with three circles (or number I), with two circles (or number II) - the next most important reason, etc. etc.

The use of the expert method makes it possible to determine the most likely main reasons for the considered discrepancy-defect most quickly, but this approach does not guarantee one hundred percent confidence in the correctness of the results of the estimates obtained.

3.3.2. Using statistical data to determine the root causes of the main nonconformity-defect.

The most reliable results can be obtained if, when collecting data on existing (emerging) inconsistencies-defects in the checklists, simultaneously note the reasons for the registered inconsistencies. This is indeed possible to do in most cases of practical work, since experienced operators who control the subprocesses (operations) of the process under study, when filling out the checklist at the checkpoint assigned to them, usually understand well and can accurately indicate the specific reason for which each the case of a defect (discrepancy). As a result of using this approach, when filling out checklists, information is generated not only about the types of defects that have appeared, but also about the causes of these defects. In this situation, the results of collecting data on the main discrepancy-defect should also be presented in the form of an Ishikawa diagram, however, the number of reasons for this discrepancy in such a diagram constructed from specific data will be significantly less compared to the case when many possible causes are generated using brainstorming. (assault, siege). The available specific data on the number of manifestations of the causes of existing inconsistencies-defects make it easy to determine the most common cause and designate it with three circles (or the Roman numeral I) near the corresponding arrow on the Ishikawa diagram. Likewise, the second largest cause should be indicated by two circles (or the Roman numeral II). Third, fourth, etc. by the number of manifestations, the causes of the defect in question should also be indicated on the constructed Ishikawa diagram. Based on the available information on the number of manifestations of the main reasons for the considered discrepancy, a Pareto diagram can also be built for reasons of the manifestation of the main discrepancy-defect in the practical implementation of the improved process.

As a result of the implementation of this stage by the team of specialists, specific information appears about what the main reason most often causes the manifestation of the main defect-discrepancy.

3.4. Generation of possible ways to eliminate previously identified causes.

At this stage, team members, based on their experience and understanding of the problem of improving the process using brainstorming (storming, siege), generate an extensive list of many possible options for eliminating the previously identified root cause or causes. For each option from this list, you should estimate the amount of costs to eliminate the root cause (s) and / or the payback period of these costs.

As a basis for further work to resolve the problem of improving the process under consideration by eliminating the cause (s), the option that allows the most complete elimination of the identified root cause (s) with a sufficiently short (acceptable) payback period should be proposed for approval to the top management of the organization.

3.5. Planning actions to address the root causes of a major nonconformity.

After obtaining agreement from the top management of the organization to carry out the chosen option of actions to eliminate the causes of nonconformities (defects), team members draw up a detailed plan of actions to improve the process, initially on a small scale. At this stage, it is important:

• establish contact with all owners of information and collect the necessary data related to the selected option to eliminate the root causes;
• formulate clear action plans;
• choose rational procedures (methods) of work;
• identify potential barriers and obstacles;
• provide all the necessary resources, including the inclusion of mathematicians, programmers, designers and other specialists in the team to solve problems of mathematical modeling, optimization, design and development of technological processes and devices, allocate financial resources for the purchase of instruments and monitoring tools, measurement and process control in the course of its improvement;
• identify needs for education and training of personnel.

All of these questions and some additional details should be included in the team's roadmap. This plan should contain information about what values \u200b\u200bof performance indicators should be achieved as a result of the improvement project.

The above five stages 3.1 ... 3.5 of the problem solving methodologies represent the first phase (Plan) of the Deming PDCA improvement cycle.

3.6. Implement planned improvement actions (initially on a small scale).

After careful planning, action should be taken to improve the process. In most cases, this improvement is accomplished by eliminating the causes that led to the main nonconformities-defects during the execution of the process before its improvement.

If possible, then it is desirable to carry out this step 3.6 on a small scale first. For example, if the shop floor process is carried out on 50 machines, then the improvement should initially be tested on one of these machines and only after receiving convincing evidence of the effectiveness of the proposed actions in the future, full-scale implementation of the proposed improvement should be carried out.

Improvement actions in many cases involve the following research and development activities:

1) construction of a mathematical model of the improved process and devices for its implementation;

2) solving the problems of choosing the optimal operating parameters of the process and rational structural configurations and sizes of equipment based on the constructed mathematical models;

notes: a) if it is impossible to use mathematical models of the improved process, it is possible to plan the use of methods of the theory of experimental planning, allowing experimentally to find the optimal operating parameters of the improved process after its implementation on a small scale; b) it should be remembered that conducting experimental work is usually much more expensive than using mathematical models and solving optimization problems on computers; c) when solving optimization problems, it is possible to clarify the values \u200b\u200bof performance indicators previously planned at stage 3.5;

3) design of operating parameters of a new improved process and development of apparatus designs for its improvement;

4) manufacture of designed devices, purchase of the necessary component parts;

5) assembly and installation of new devices and tools for the implementation, monitoring, measurement and management of sub-processes (operations) of the new improved process;

6) training and on-the-job training of operators and specialists involved in the implementation of the improved process;

7) implementation of the improved process (initially on a small scale) in practical work the organization while monitoring the actual performance and effectiveness of the improved process.

Phase 3.6 coincides with the second phase (Do) of Deming's PDCA improvement cycle.

3.7. Monitoring, measuring and evaluating the degree of achievement of planned performance indicators during the implementation of the improved process.

At this point, after initial pilot implementation (on a small scale) of the improved process, all milestones are monitored and measured. The aim of this work is to obtain practical confirmation that the values \u200b\u200bof performance indicators planned in stage 3.5 have been achieved in full or only partially during the implementation of the improvement project for the process under consideration.

If the results of monitoring and measurements indicate only partial achievement of the performance indicators of the process being improved, planned in stage 3.5, then an analysis should be carried out and try to identify unaccounted factors that prevented the achievement of the required degree of improvement. Such factors can be:

• incorrect determination by experts of the main inconsistency (defect) of the improved process;
• inadequacy of the constructed mathematical model to the real process, which did not allow determining with sufficient accuracy the optimal operating parameters of the improved process;
• possibly the influence of other factors that led to the incomplete achievement of the required degree of improvement of the process, for example: a) inaccuracy of expert assessments in determining the main cause of the main discrepancy (defect) of the process under consideration; b) mistakes made when choosing rational structural dimensions of the equipment for the process, etc.

Depending on the results of such an analysis, it is necessary to return to the repeated execution of stages 3.1, ..., 3.6. In particular, you may need:

• re-collection of statistics (step 3.2) to clarify the new major nonconformity (step 3.3);
• re-identification of the causes of the main nonconformity (defect) and selection of a new root cause (clause 3.4);
• making changes and clarifying the action plan aimed at eliminating the new root cause (paragraph 3.5);
• changing the design of the equipment and the implementation of the process with the specified values \u200b\u200bof the process parameters (section 3.6)

If the estimates obtained indicate the full achievement of the planned degree of improvement in performance indicators, then proceed to the next stage 3.8.

Phase 3.7 is equivalent to Phase 3 (Check) of Deming's PDCA improvement cycle.

3.8. Development of a standardized procedure for implementing improvement.

The goal of this stage is to incorporate the new and improved process into the organization's practice. The development and approval by the top management of the organization of a standardized procedure for a new improved process will be a preventive measure against a return to old ways of working. When performing work at this stage, it is important to take into account the following aspects:

1. each change that ensures the improvement of the process must either be formalized (if necessary) in the form of a new documented procedure and / or work instruction, or communicated to the staff in the process of their education and training in the workplace;
2. provide an opportunity and encourage the participation of specialists and operators in documenting the results and experience gained from implementing the process on a small scale.

As a result of the implementation of stage 3.8, a standardized procedure for the implementation of an improved process appears in the organization, brought to the attention of personnel either in the form of an organization standard (a documented procedure), or through education and training of personnel in the workplace.

IV... Full scale implementation of the improved process and implementation of a standardized procedure.

The fourth stage of the next iteration of the continuous improvement process includes the implementation of the five stages of work discussed below.

4.1. Determination of the list of divisions (technological lines, machine tools, equipment, workplaces) in which a full-scale implementation of a standardized procedure is to be carried out.

If planned and implemented on a small scale improvement has led to the necessary improvements in the performance of the process, then the results and standardized procedures should be implemented in the practice of the organization on a full scale.

At this stage, the members of the process improvement team, initially on a small scale, are working to determine the most complete list of organizational units, technological processes and lines, equipment, machines, equipment and workplaces, which will have a full-scale implementation of a standardized procedure for performing an improved process. This list should be supplemented with an action plan for the full-scale implementation of the results of the team's work with the identification of sources of resources, due to which the necessary components and parts will be purchased and work on their installation in specific departments will be paid.

4.2. Purchase of the necessary components, parts and their installation.

After the approval of the action plan by the top management of the organization, the relevant services place orders and purchase, and then install the purchased components, parts on the existing apparatus and equipment of the organization.

4.3. Training of personnel to work in accordance with the new requirements of the standardized procedure.

Specialists and operators who carried out the sub-processes and operations of the improved process during its initial implementation on a small scale, at this stage, are involved in training and on-the-job training of those specialists and operators who will have to work on the control and management of the sub-processes and operations of the improved process after its full-scale implementation. It is recommended that professionals and operators who are to be involved in the full implementation of the improved process are encouraged to take on-the-job training in an area where the improved process has already been implemented (on a small scale).

4.4. Full-scale implementation of a standardized procedure in all departments.

After the installation of the purchased components, parts, equipment on existing lines and apparatus, as well as upon completion of training and training at the workplaces of specialists and operators, they begin to fully implement a standardized procedure for performing an improved process in accordance with the approved action plan. At the same time, the implementation of a standardized procedure does not occur at once.

First, the improved process is implemented in the department where this work was planned to be performed first. Then, when ready, the improved process is implemented in other parts of the organization in accordance with the existing plan and financial capabilities.

4.5. Periodic monitoring of compliance with the requirements of the standardized procedure in order to prevent a return to the old methods and techniques of work.

After completing the full implementation of an improved process, remember that people tend to fall back on old ways and practices. Therefore, business leaders who have implemented new procedures for implementing an improved process should be encouraged to:

1) after the implementation of a new improved process, it is necessary to ensure that

• all procedures, methods and techniques of work are known and understood by specialists and operators involved in the implementation of the process;
• the subprocesses, operations and methods of performing activities that have been put into action have indeed become part of daily work;

2) periodically monitor and control the work of personnel to prevent a possible return to the old methods and techniques of performing sub-processes and operations of the improved process;

3) As often and as fully as possible, get information and liaise with people who measure, control and manage the sub-processes and operations of the improved process;

4) Document corrective and preventive actions taken to reduce process variability.

After the completion of the fourth stage, the organization should achieve the following:

• all specialists and operators involved in the full-scale implementation of the improved process are informed of a standardized procedure (work instructions) for the implementation of this process;
• all personnel (specialists and operators), through training and training at the workplace, have mastered the correct methods and techniques of work;
• implemented a full-scale implementation of the improved process in all parts of the organization;
• the experience gained by the team involved in resolving the problem of improving the process is brought to the specialists and operators of departments with the aim of its widespread use both in the full-scale implementation of the improved process, and with its subsequent use on an ongoing basis.

In conclusion, it should be noted that when implementing a continuous improvement process in an organization, it is recommended that:

1. evaluate the team's work and the results of the process improvement project after the completion of the project;
2. plan and implement follow-up actions after the completion of each project, namely:

• document what team members have learned;
• demonstrate appreciation to team members for their skills and performance;

3) certify the improved process (verify, validate, validate team work).

After the completion of the next iteration of the continuous improvement process in relation to the previously most defective (critical) process, it is necessary (Fig. 1) to select a new process to be improved and again carry out all four stages, which are regularly repeated at each successive iteration of the continuous improvement process.

Reviewers:

• Churikov AA, Doctor of Technical Sciences, Professor of the Department "Quality Management and Certification", Federal State Budgetary Educational Institution of Higher Professional Education "Tambov State Technical University", Tambov.
• Gerasimov BI, Doctor of Technical Sciences, Doctor of Economics, Professor of the Department of Economic Analysis and Quality, Federal State Budgetary Educational Institution of Higher Professional Education "Tambov State Technical University", Tambov.

Bibliographic reference

Mishchenko S.V., Sosedov G.A., Savin K.N., Al-Busaidi S.S., Ponomarev S.V. RECOMMENDATIONS FOR IMPLEMENTING THE PROCESS OF CONTINUOUS IMPROVEMENT IN THE ORGANIZATION QUALITY MANAGEMENT SYSTEM // Modern problems of science and education. - 2012. - No. 2 .;
URL: http://science-education.ru/ru/article/view?id\u003d5666 (date of access: 04/01/2020). We bring to your attention the journals published by the "Academy of Natural Sciences"

UDC 338.24

EAT. Bakumenko

MAIN DIRECTIONS OF DEVELOPMENT OF THE MANAGEMENT SYSTEM

QUALITY ORGANIZATION

The goal of continual improvement of the organization's performance is to increase the ability to improve the satisfaction of customers and other interested parties. In accordance with GOST R ISO 9000-2008, improvement actions include:

Analysis and assessment of the current situation in order to identify areas for improvement;

Setting improvement goals;

Search for possible solutions to achieve goals;

Evaluation and selection of solutions;

Implementation of the selected solutions;

Measuring, checking, analyzing and evaluating performance results to establish whether objectives have been achieved;

Registration of changes.

IS ISO 9004: 2009 contains a brief description of the strategies for continuous improvement that have developed in world practice. Currently, two main approaches are being implemented: breakthrough projects leading to the revision and improvement of existing processes or the introduction of new ones (as a rule, they are carried out by specially created multidisciplinary teams outside of normal activities); incremental continuous improvement activities carried out by employees within existing processes.

Breakthrough projects usually involve redesigning the existing QMS and processes. In the current organizational practice, this approach is called reengineering. M. Hammer defined reengineering as a fundamental rethinking and radical redesign of business processes to achieve dramatic, leapfrogging improvements in critical, modern business metrics such as cost, quality, service and pace.

Reengineering of business processes does not imply the implementation of permanent, but insignificant changes leading to a small (incremental) (by a few or even tens of percent) improvement in the performance of the company. As a result of successful reengineering - the rapid implementation of deep and comprehensive fundamental changes in the management system - the organization achieves a significant (breakthrough) increase in efficiency (tens and hundreds of times).

The second approach to implementing a continuous improvement strategy originated in Japan after World War II and is called kaizen. In recent years, it has become increasingly widespread in western countries... Kaizen philosophy assumes that a person's lifestyle, be it work, social life or family life, deserves continual improvement. The central idea of \u200b\u200bthis approach is that no day should go by without improvement in the organization. Kaizen incorporates most of the unique Japanese approaches that are now becoming world famous.

Kaizen is a continuous improvement process involving all employees of the organization and, moreover, managers of any level. To involve employees in this process and raise their awareness about it, the organization's management should do the following:

Form small working groups with the selection of leaders by the groups themselves;

Allow employees to manage and improve the workspace;

Increase the knowledge of employees, contribute to the accumulation of experience and improvement of skills.

^ Jauchno-Technical ^ statements ^ SPbGPub "^ 20

According to GOST R ISO 9000 series, improvement is one of the functions of quality management. This is, to a certain extent, a problem, because any system is conservative by definition. Any initiatives for change, even for the purpose of improvement, will meet a certain resistance from the elements of the system itself, primarily managers who are accustomed to established rules of behavior. Improving the quality management system should be understood as increasing its ability to meet requirements. Elimination of inconsistencies based on the results of audits is only bringing the real ability to meet the requirements to the planned level.

Currently, the main directions of development and improvement of quality management systems of organizations and enterprises are:

Integration into the QMS of the requirements of standards for management systems for certain aspects of activities;

Implementation of industry requirements for the organization's quality systems;

Application of the best management practices (best practice).

The implementation of the international standards ISO 9000 series in the activities of an organization, as a rule, involves the construction of an integrated management system (IMS), which is a part of the organization's general management system that meets the requirements of two or more standards for management systems and functions as a whole. The main advantages of creating and functioning of such systems include:

Ensuring greater coordination of actions within the organization due to the synergistic effect, which consists in the fact that the overall result from concerted actions is higher than the simple sum of individual results;

Minimization of functional disunity in the organization, arising from the development of autonomous management subsystems;

Greater ability to take into account the balance of interests of external parties of the organization than in the presence of parallel systems;

Ensuring a higher degree of personnel involvement in the processes of improving the organization's performance;

The number of internal and external links in an integrated system is less than the total number of these links in several systems, the volume of documents in an integrated system is much less than the total volume of documents in several parallel systems, the costs of its development, operation and certification are lower than the total costs with several management systems.

The practical creation of integrated management systems can be carried out, for example, according to one of the following options:

Creation of additive (from Latin additio - addition) models, when the environmental management system (EMS), OIBAB system, etc. are sequentially added to the quality management system of the organization acting as the base system. When this option is applied, the time interval between the start of work on the introduction of one system and the beginning of the implementation of the next one can take from six months to several years;

Creation of fully integrated models, when all management systems are combined into a single complex at the same time. Despite the undeniable organizational and economic advantages of this option for creating an IMS, it is extremely rare, primarily due to the complexity of performing all the necessary work.

The creation of an integrated management system should be based on the principles established in international standards. At the same time, it is advisable to apply the principles formulated in the ISO 9000 series standards as basic ones, first of all, the process and system approaches, the principle of continuous improvement, as well as the leadership of the manager and the involvement of personnel. The implementation of these principles, on the one hand, makes it possible to harmonize the requirements of individual standards, on the other hand, it ensures the greatest integration of the QMS elements with elements of other corporate management subsystems.

The procedure for the formation of an IMS can be similar to the procedure for creating a QMS in accordance with the requirements of GOST R ISO 9001-2008.

In addition to creating standardized quality management systems, enterprises and organizations can refer to the so-called best management practices, which are the formalization of a unique successful practical experience. According to the idea of \u200b\u200bbest practice, in any activity there is an optimal way to achieve a goal, and this method, which was effective in one place, can be just as effective in another. In other words, the best management systems, approaches, processes and tools are those that have produced outstanding results in one enterprise (organization) and which can be adapted to the activities of other enterprise (organizations).

In addition to creating standardized quality management systems, enterprises and organizations can refer to the so-called best management practices, which are the formalization of unique successful practical experience. According to the idea of \u200b\u200bbest practice, there is an optimal way to achieve a goal in any activity, and this method, which was effective in one place, can be just as effective in another. In other words, the best management systems, approaches, processes and tools are those that have produced outstanding results in one enterprise (organization) and which can be adapted to the activities of other enterprises (organization

The main tools, methods and approaches from the best management practices used to develop and improve the organization's QMS are shown in the table.

Best Management Practice Toolkit for Development and Improvement

quality management systems of the organization *

TPS (Lean production) A management concept based on the relentless pursuit of eliminating all types of waste, including for reasons: overproduction, waiting, unnecessary transportation, unnecessary processing steps, excess inventory, unnecessary movements, release of defective products. The concept assumes maximum customer orientation and involvement of each employee of the organization in the business optimization process Wide

TPM (Total Productive Maintenance) System technical support equipment, aimed at ensuring that each machine involved in the production process is in constant readiness to perform the necessary operations. The main purpose of the application is to maximize the efficiency of using equipment Manufacturing broad

SMED (Single-Minute Exchange of Die - quick changeover) The process of changeover of production equipment for the transition from the production of one type of part to another in the shortest possible time (less than 10 minutes). The main purpose of the application is to reduce non-production loss of time Production; broad

JIT (Just-in-Time) Producing and delivering the right materials to the right place and in the right quantities exactly when they are needed. The main purpose of the application is to eliminate downtime and accumulation of materials between operations, that is, to reduce the cycle time of the production process Production and warehouse logistics; broad

^ ZhauCHN0-TECHNICHE £ KIEVed0M2 £ TI “SPbGP | U.6.2211.EK0N0MICHE £ KIE.Sciences

Continuation of table. 1

Method / tool Brief description Scope

Kanban (signaling cards) A means of communication by which permission or indication is given to manufacture or transfer products to production system... The main purpose of the application is to minimize work-in-progress Manufacturing; broad

CRM - system (Customer Relationship Management System - customer relationship management system) Information system, designed to increase sales, optimize marketing and improve customer service by storing information about them and the history of relationships with them, establishing and improving business procedures and then analyzing the results of Sales; broad

Five "S" ("Ordering") A system of rules providing for a rational organization of the working environment, convenient and labor-saving arrangement of equipment and tools, effective ways storage and movement of raw materials, materials, tools, the availability of convenient technical devices, inscriptions and indicators. The main purpose of the application is to maintain order, cleanliness, strengthen discipline and create a safe working environment with the participation of all personnel.

BSC (Balanced Score-card) A management method that translates the strategic goals of an organization into specific activities and evaluates their results using key performance indicators. BSC is a tool for measuring work performed and further forecasting in four areas (financial processes; customer-related processes; internal business processes; learning and growth) used as a basis for strategic measurements and strategic management Planning; broad

MBO (Management by Objectives) A \u200b\u200bmethod aimed at finding opportunities for improvement by involving employees in ensuring the effective implementation of business plans. The leadership sets out the main goals of the organization, which must be consistent with SMART requirements and developed at the appropriate levels of the organization. It is necessary to regularly analyze the achievement of the set goals / objectives to ensure their promotion, implementation, as well as making the required changes and developing new goals of the organization. It is possible to establish a relationship between the achievement of the set goals and the remuneration of personnel Planning; broad

Six Sigma (Six Sigma) A methodology aimed at identifying, eliminating defects and inconsistencies in business processes and production. Its application is based on the use of a number of quality management methods, including statistical ones, and implies the creation of a group of specialists in this area ("black belts") at the enterprise. The main purpose of the application is to minimize the likelihood of defects in operating activities Production; broad

The 20 Keys to Better Business Program (Iwao Kobayashi's Practical Disruptive Business Program) An organizational performance appraisal tool that incorporates a variety of methods to implement continuous improvement and improvements from leading companies. The main goal of the program is to identify and stop all non-value added activities. According to this system, all activities of the company are divided into 20 areas that have critical importance for competitiveness and profitability. Each of the areas is assessed to identify weaknesses. Then, certain activities are implemented.

The end of the table. 1

Method / tool Brief description Scope

to improve and develop the identified weak areas. The main feature of the system is that, in addition to presenting a set of practical methods for improvement, it ensures their integration into a single whole, that is, improvement in one area automatically leads to improvement in another area.

Benchmarking A method of comparing the processes and characteristics of an organization's products (services) with similar processes and products (services) of recognized market leaders, aimed at identifying opportunities for improvement Wide

Self-assessment Activities based on an analysis of the organization's own performance, identification of opportunities and areas for improvement and the potential application of best management practices in the organization Broad

Outsourcing Management method based on the transfer of a part of non-fundamental processes of the organization to a third-party company Wide

The organization chooses one or another option for improving the quality management system independently, based on its state, the level of effectiveness and efficiency of its functioning, as well as the availability of the necessary resources. At the same time, at the first stages of the organization's QMS functioning, as a rule, they use standard options and standardized models for its development and improvement. This allows them to compare their

the quality management system and the results of its functioning with the results of other economic entities in the framework of benchmarking.

Thus, we can conclude that the conceptual basis for improving the quality management system is its integration and harmonization with the requirements of ISO standards and the application of best management practices in order to strategic development organizations.

BIBLIOGRAPHY

1. Vdovin S.M. Development of the organization's quality management system [Text]: textbook. allowance / S.M. Vdovin, T.A. Salimova, L.I. Biryukova. - Saransk: Publishing house of Mordovs. University, 2010 .-- P. 6.

2.GOST R ISO 9000-2008. Quality Management System. Fundamentals and Dictionary [Text]. -M .: Standartinform, 2008 .-- S. 11-12.

3. GOST R ISO 9004-2010. Management for sustainable organizational success. A quality management approach [Text]. - M .: Stan-dartinform, 2010 .-- P. 16.

4. Zlobina, N.V. Theory and methodology for managing strategic costs in the quality management system of an organization [Text]: [monograph] / N.V. Zlobin. - Tambov: Publishing house of TSTU, 2011 .-- P. 19.

5. Imai, M. Kaizen. Key to the success of Japanese companies [Text]: trans. from English / M. Kaizen Iman. -M .: Alpina Business Books, 2005 .-- S. 40.

6. Zlobina N.V. The mechanism of continuous improvement of economic support of the organization's quality management system [Text] / N.V. Zlobina // Scientific problems of transport in Siberia and the Far East. - 2011. - No. 1. - P. 63.

The sustained success of an organization is achieved through its ability to meet the needs and expectations of its customers and other interested parties in a sustainable and balanced manner. Sustainable success can be achieved through effective management of the organization, through the organization's awareness of its environment of existence, through training and the proper application of improvement and / or innovation.

The introduction of a quality management system gives the enterprise: firstly, the movement of information flows at the enterprise is "put in order", unified, identified, registered, using official regulations... This ensures that the products and accompanying documentation meet the requirements of consumers. Secondly, personnel are trained and trained. Thirdly, the documentation is easily traceable, and the result at the output becomes the same transparent. Fourthly, evidence of effectiveness is provided (documents confirming the conformity or non-conformity of the product with the consumer's expectations), plans, intentions and, importantly, the consequences of decisions are reflected. This allows the management to quickly adjust their actions - until all issues are closed. Fifth, the criteria for evaluating the selection of contractors - suppliers and contractors - are determined and the necessary documentation is developed. Sixth, special checks are carried out to ensure that the actual activities of the enterprise comply with the prescribed rules. Seventh and last, rules and methods for responding to both detected inconsistencies and potential threats are being developed and put into effect. Thus, the suitability and effectiveness of the quality management system in the enterprise is assessed regularly and continuously and, if necessary, is subject to adjustments.

For the successful functioning of the quality management system at the enterprise, one cannot stop at the achieved result; permanent job to improve the functioning of the quality management system processes, improve the quality of products and services provided.

GOST R 9004: 2010 has been developed to ensure consistency with ISO 9001 and compatibility with other management system standards. This standard gives organizations guidelines to achieve sustainable success through a quality management approach. It applies to any organization, regardless of its size, type and type of activity.

Compared to ISO 9001, the goals for customer satisfaction and product quality are expanded to include the satisfaction of all interested parties and the activities of the organization as a whole.

This standard contains guidelines and recommendations. It is not intended for certification or use in contracts and regulations, nor for use as a guide to the implementation of GOST R ISO 9001..

ISO 9004 encourages the use of self-assessment as an important tool for assessing the level of maturity of an organization, encompassing leadership leadership, strategy, management system, resources and processes, to identify strengths, weaknesses, and opportunities for improvement and / or innovation.

ISO 9001 and ISO 9004 have been promoted as a pair of mutually agreed standards with a similar structure. ISO 9004 provides guidelines for the development and continual improvement of quality management systems, and ISO 9001 is used to assess and establish requirements for quality management systems. ISO 9004: 2009 is now a different standard from ISO 9001. It is not a simple extension of ISO 9001. It has a different structure and scope. This is also reflected in the title of ISO 9004: 2009, Management for the sustainable success of an organization. Quality Management Approach ”.

The new edition of ISO 9004 is based on the belief that satisfied customers are the foundation of an organization's success. And to ensure sustained success, an organization needs to go further and meet the needs and expectations of all stakeholders. This implies the application of quality management principles already to ensure the sustainable success of the organization. ISO 9004: 2009 suggests that sustainable success can be achieved through the judicious application of eight quality management principles through proactive process management, including:

Regular monitoring and analysis of the organization's environment;

Determining the needs and expectations of interested parties;

Establishing and maintaining mission, vision and values \u200b\u200barising from the needs and expectations of stakeholders;

Clearly establishing, implementing and communicating strategies and policies to fulfill the mission and vision that support values;

Transformation overall strategy in specific goals and objectives, measured in specific indicators and set for specific individuals;

Determination, provision and management of internal and external resources necessary to achieve short-term and long-term goals;

Providing products that will meet the needs and expectations of consumers and other interested parties on an ongoing basis;

Regular monitoring, measurement, analysis and revision of key indicators of the organization;

Continuous improvement, innovation and learning.

The structure of ISO 9004 has undergone significant revisions:

Section 4 on managing for sustainable organizational success is addressed to the business environment and stakeholders. This is where ISO 9004 and ISO 9001 have practically diverged, despite the fact that ISO 9001 contains changes regarding the business environment affecting the quality management system.

Section 5 on strategy and policy examines mission, vision, values, strategy and policies, and some additions to demonstrate their interactions. Here ISO 9004 has moved away from the simple “management responsibility” of ISO 9001, making this section more flexible, broader in application and more consistent with international best practices.

Clause 6 on resource management covers a broader area than the corresponding clause of ISO 9001, including additional resources: finance, knowledge, information, technology and natural resources. Thus, ISO 9004 considers all the real resources needed to achieve product conformity.

Clause 7 on process management is more general than the equivalent clause of ISO 9001, Product release and broader in scope. ISO 9004 process management is applicable to all processes in an organization, even including outsourced processes.

Clause 8 on monitoring, management, review and revision covers all clauses from clause 8 of ISO 9001, except for continual improvement clauses, which have been moved to a separate clause 9.

Clause 9 on improvement, innovation and learning in relation to clause 8.5 of ISO 9001 added innovation and learning - two very important concepts for any organization to achieve sustainable success.

The implementation, maintenance and development of the quality management system in accordance with the requirements of the International Standard ISO 9001: 2008 contributes to the increase in the efficiency and competitiveness of the activities of OJSC Nefteyuganskneftekhim. The introduction of a quality management system significantly increases the profitability and transparency of the enterprise - it simplifies the attraction of investments for modernization and development, clarifies the responsibility of each employee, his significance in the work for the overall result of NKNK.

Availability of a certified quality management system joint stock company gives a guarantee to consumers of products and services that all processes of the company are controlled and managed, the products supplied to Russian and foreign markets are of quality in accordance with the requirements of international standards.

But it is impossible to determine the limit of development of the quality management system - after all, as they say, "there is no limit to perfection."

For further effective work and development of the joint-stock company "Nefteyuganskneftekhim "needs to be constantly improved. ISO 9004: 2009 provides guidance that goes beyond the requirements given in ISO 9001 and includes a consideration of the effectiveness and efficiency of the quality management system, and therefore the potential for improvement in the overall performance of an organization.

ISO 9004: 2009 is applicable to the processes of an organization, and thus the quality management principles on which it is based can be extended to the entire organization. The focus of this standard is to achieve continual improvement as measured by the satisfaction of customers and other interested parties.

In the context of the global financial crisis, lean manufacturing is becoming increasingly important. After all, now the main task of each enterprise is not only to withstand such difficult conditions, but also to continue to develop. For this, it is necessary to improve the efficiency of the enterprise in all areas of activity. First of all, this will happen by optimizing costs, increasing the productivity of available resources, as well as improving the quality of products.

Summing up, it should be noted that the analysis of the documentation and documented procedures at the enterprise OJSC "Nefteyuganskneftekhim" showed the following positive aspects:

1. All enterprise documentation is developed in accordance with international standard 9001: 2008;

2. Management, analysis, relevance of documented procedures is carried out in accordance with the requirements of STP 4.2.3-01 "Management of QMS documentation", STP 4.2.4-01 "Management of records", STP 8.3-01 "Management of nonconforming products", STP 8.5. 2-01 "Procedure for taking corrective and preventive action";

3. In addition to the requirements of the standard, additional procedures are included in the quality manual;

4. The activity of the enterprise complies with MS ISO 14001: 2004, the health and safety management system complies with the requirements of OHSAS 18001: 2007.

On the other hand, the study and assessment of the effectiveness of the implementation of the QMS at the enterprise and implementation issues in general revealed the following problems:

1. The quality manual does not elaborate clause 4.2.3 (f) of the standard “Ensuring the identification of documents of external origin determined by the organization to be necessary for the planning and operation of the quality management system;

2. The quality manual does not include a procedure for the identification, restoration and removal of records;

3. When analyzing the dynamics of capital-labor ratio, there is a tendency for this indicator to decrease;

4. Due to a decrease in consumer demand, there is a tendency to a decrease in the volume of production of the main types of products: EPDM, neonol, styrene, ethylene oxide, polyethylene.

To improve the documented procedures at the enterprise, it is necessary to carry out the following measures:

1. Introduction to STP 4.2.3-01 "QMS Documentation Management" a procedure for identifying documents of external origin determined by the organization as necessary for the planning and operation of the quality management system;

2. Inclusion in STP 4.2.4-01 "Management of records" a documented procedure for the identification, restoration and removal of records;

3. Making the necessary decisions to increase the capital-labor ratio at the enterprise, in particular, modernization of production and optimization of the number of workers;

4. entering new markets and looking for new partnerships that can lead to an increase in the volume of production of basic types of products.

To improve the quality management system as a whole, as well as adopting the experience of leading and foreign enterprises, the following measures are possible:

Transition to integrated system quality management using IS ISO 9004: 2009, which ensures sustainable and innovative development enterprises;

Go to the system " lean manufacturing"Aimed at continuous improvement of the organization's activities and achieving its long-term competitiveness.

Since the OJSC "Geomash" enterprise does not regulate the production powers and duties of BUK employees, it is necessary to develop a job description for this division.

The job description is developed by the head of the department for his immediate subordinates.

Job descriptions for positions directly subordinate to him are approved by the General Director of OJSC Geomash.

The first copy of the job description for each employee is kept in the personnel department, the second is at the head of the unit, the third is at the employee.

Job descriptions for BUK employees must be developed in accordance with the regulations on the unit. The set of job descriptions should cover all the functions of the unit and evenly distribute the workload among employees, taking into account their qualifications.

Each job description contains an unambiguous definition of how this job differs from all other jobs. Responsibility for the completeness of providing the organization with job descriptions lies with the head of the personnel department.

It is also necessary for the employees of the enterprise to develop a matrix of responsibility, which will determine who within the organization is related to a particular process, as well as determine those responsible for the process.

Table 2 - Matrix of distribution of responsibility in the quality management system of OJSC "Geomash"

	Process name	Responsible persons
General Director of OJSC "Geomash"	Head of BUK	Head of Quality Control Department	Head of FSO	Chief technologist
	Quality management system document management
	Analysis of the QMS by management
	The procedure for providing the enterprise with personnel of the required qualifications
	Personnel training
	Maintenance procedure for technological equipment
	The procedure and organization for the manufacture of technological equipment and tools, their provision of production
	Providing the enterprise with energy resources
	Technical Information Management
	The procedure for the development, execution, agreement, approval and analysis of the technical financial plan
	The procedure for the development, coordination and approval of the plan of organizational and technical measures
	The procedure for drawing up an additional agreement for the manufacture of products
	The procedure for the development of technological processes
	The procedure for the development, coordination, approval of design documentation
	Analysis, evaluation and selection of a supplier
	The procedure for incoming inspection of materials, raw materials, semi-finished products and components
	Production planning and ensuring operational management of production
	The order of control and testing of products in the production process
	Measurement and test equipment management
	Internal audits
	Management of nonconforming products during production
	After-sales service of products
	Corrective and preventive actions
Note: O - responsible; And - informed; Y- Member

The quality policy of OJSC Geomash is aimed at high-quality performance of all types of the enterprise's activities to fulfill contractual obligations.

The result of such a policy can be a zigzag development of the enterprise instead of direct movement towards a specific goal.

Geomash OJSC needs to adhere to a differentiation strategy due to various customer preferences. Competitive advantage the organization will be the more tangible.

The company's policy in the field of product quality assurance should be based on the following basic principles:

• - customer orientation;
• - leadership leadership;
• - involvement of employees;
• - continuous improvement;
• - mutually beneficial relationships with suppliers.

Based on this, it is necessary to develop goals for senior management for the future and appoint a responsible person. The quality objectives should be measurable and consistent with the quality policy. Top management quality objectives for 2016 are presented in Table 3.

Table 3? Top management quality objectives for 2016

Perspectives		Indicators	Criteria	Responsible executor
Financial		Energy saving	2 690 thousand rubles.	Chief Engineer
Market	New Product	Creation of new types of drilling equipment	In line with the R&D plan for 2016	Chief Engineer
Processes	Reduced production costs	Reducing labor intensity, reducing the production cycle of manufacturing products due to the introduction of design and technological solutions	Saving 1300 thousand rubles.	Chief Engineer
Financial		Reducing labor intensity due to revision of time norms	Saving 480 thousand rubles.	Deputy gene. Director for Economics.
Financial
Processes		Shortening the time for elimination of consumer complaints	Up to 8.5 days	Deputy gene. quality director
Financial		Reducing the cost of eliminating internal defects
Processes	Increase in the volume of commercial products	Labor productivity growth		Deputy gene. production and logistics director
Purchase quality	The number of purchased products that meet the requirements of technical documentation	Not less than 92%	Deputy gene. production and logistics director
Increased customer satisfaction	Increase in the number of orders made on time agreed with the consumer		Deputy gene. production and logistics director
Processes	Introduction of new technologies into production processes	Reducing labor intensity, reducing the production cycle of manufacturing products due to the introduction of new technologies	Saving 300 thousand rubles.	Deputy gene. Development and Modernization Director
Financial		Decrease in the number of employees at OJSC "Geomash"
Processes	Providing the enterprise with personnel of the required qualifications	Send employees to study at a university in foundry		Assistant to the gene. HR director

Enterprise management should ensure that:

• - the quality policy is consistent with the objectives of the organization;
• - include a commitment to meet requirements and continually improve the effectiveness of the quality management system;
• - created the basis for setting and analyzing quality objectives;
• - must be communicated to the personnel of the enterprise and understandable to him;
• - analyzed for continued suitability.

Enterprise management should ensure that quality objectives are set in the appropriate departments and levels.

By creating a process map, its documentation is carried out, as a result, the organization has the opportunity to manage this process, make changes to it, evaluate the effectiveness and efficiency of the process.

The process map should represent the process with the completeness necessary to obtain sustainable and acceptable process results. It is not necessary in the process map to indicate all the details that qualified employees must know themselves. Therefore, another purpose of the process map is to solve the “seam problems” between the departments involved in the process. The results of the work of one department (or organizational unit) must be fully demanded by the subsequent department, and these results must be sufficient to carry out the work. The “outputs” from one department must fully correspond to the “inputs” of another. To ensure such "docking", a process map is being developed. The process map "Management of the quality management system" of OJSC "Geomash" is presented in Table 4.

Table 4- Process map "Quality management system management"

Process designation and name	Quality management system management
Process status	Management process
P. GOST ISO 9001-2011	4.1 ;4.2; 5.2; 5.4; 5.5; 5.6; 8.2.2; 8.5
Purpose of the process	Continuous improvement of the enterprise QMS
Process manager	Head of Quality Control Department
Participants in the process	Process managers; Heads of structural divisions
Process components (main activities)	Operation planning, improvement and management of the QMS; Management qMS processes enterprises; Documenting and document management of the enterprise QMS; Planning and documenting the ... The plant must necessarily have and implement a rational system for collecting, accounting, processing, analyzing and storing information data on the quality of products for a certain period; To ensure the required quality of each type of product, the enterprise must operate a separate product quality management system; - improvement of the material and technical supply should be carried out by skill, to find the right suppliers, increase the interest of each supplier and establish with them close contacts multifaceted nature; - management actions must be effective and carried out in relation to all stages life cycle products; - the product quality management system can be considered effective when the manufactured products meet the customer's requirements and the presence of an effective product quality management system is recognized by the customer; - creation of a system of continuous training in the field of product quality management and education of all workers; - the product quality management system should be clear to everyone; - attraction to quality groups is much more wide range workers and increasing their activity and efficiency; - expansion and implementation of a whole range of measures to ensure the implementation of the human factor in industrial and social relations; - the use of professionals in the field of product quality management when carrying out all work to improve the product quality management system. The output for management review should include the following information: - results of quality checks; - feedback from consumers; - process performance and product conformity; - status of preventive and corrective actions; - follow-up actions arising from the previous management review; - changes that could affect the quality management system; - recommendations for improvement. The output of the management review should include all decisions and actions related to: - to improve the effectiveness of the quality management system and its processes; - product improvement according to customer requirements; - resource requirements. Conclusions per chapter: in general, the implementation of all the proposed measures aimed at improving the quality management system at Geomash OJSC will increase the internal and external reliability of the enterprise, increase competitiveness, and improve product quality.

If you notice a mistake in the text, select the word and press Shift + Enter One of the functions of quality management is quality improvement.
Quality improvement is a part of quality management that aims to increase the ability to meet quality requirements. Requirements can relate to any aspect such as effectiveness, efficiency, or traceability.
The QMS model assumes continuous improvement of the QMS.
The goal of continual improvement of the quality management system is to increase the opportunities for improving the satisfaction of customers and other interested parties. Improvement actions include:
analysis and assessment of the status quo to identify areas for improvement;
setting improvement goals;
search for possible solutions to achieve goals;
evaluating these solutions and choosing the best one;
implementation of the chosen solution;
measuring, verifying, analyzing and evaluating the results of the implementation to establish whether the objectives have been achieved;
documenting changes.
Results are analyzed accordingly to identify further opportunities for improvement. Thus, improvement is an ongoing activity. Feedback from customers and other interested parties, audits and reviews of the quality management system can also be used to identify opportunities for improvement.
Measurement of data is important for making decisions based on facts 8.1.1. ISO 9004: 2000, that is, to comply with the quality management principle.
It is always possible to improve the quality of an object by improving the processes of its life cycle.

Extract from the requirements of ISO 9001: 2008:
8.5 Improvement
8.5.1 Continuous improvement
The organization must continually improve the effectiveness of the system
quality management through the use of quality policy and objectives, audit results, data analysis, corrective and preventive actions, and management review.

8.5.2 Corrective action
The organization shall take corrective action to eliminate the causes of nonconformities in order to prevent recurrence. Corrective actions should be adequate to the consequences of the identified nonconformities.

a) review of nonconformities (including customer complaints);
b) establishing the causes of nonconformities;
c) evaluating the need for action to avoid recurrence of nonconformities;
d) determining and implementing the necessary actions;
e) records of the results of actions taken (4.2.4);
f) reviewing the corrective actions taken.
8.5.3 Preventive action
The organization shall determine actions to eliminate the causes of potential nonconformities in order to prevent their occurrence.
Preventive action should be appropriate to the possible consequences of potential problems.
A documented procedure should be developed to define requirements for:
a) identifying potential nonconformities and their causes;
b) assessing the need for action to prevent the occurrence of nonconformities;
c) determining and implementing the necessary actions;
d) records of the results of actions taken (4.2.4);
e) analysis of the preventive actions taken.
Improvements can be permanent and disruptive
(from the book of VF Korolkov, VF Bragin "Organization Management Processes")
Continuous improvement usually does not involve structural changes in systems and processes, nor does it set out to dramatically improve performance or products. It involves gradual improvement, carried out on a long-term basis with the involvement of all employees of the organization. The steady improvement in performance or product characteristics achieved through continuous improvement is typically 10-20% per year.
Continuous improvement can take several forms:
elimination of the causes of systematic errors;
loss prevention by identifying potential causes of problems;
innovative activity.
The philosophy of continuous improvement is called Kaizen.
Kaizen is a philosophical system according to which each employee actively works to gradually change and improve processes.
Cultivation is a way of thinking that goes hand in hand with maintaining and raising standards.
Breakthrough improvement can affect the organizational structure of an entire organization. It is designed for a short period of time and assumes radical, hundreds and thousands of percent levels of change.
To implement such leaps, usually small groups of professionals - innovative teams, as well as individual highly qualified specialists are involved.
Breakthrough improvement methods are divided into 2 groups: systemic breakthrough and rapid breakthrough.

The main options for a systemic breakthrough:
Benchmarking - it involves the search for the best practice of work with the establishment in processes, methods, approaches of reference points that the enterprise seeks to achieve and then surpass. With this approach, it usually takes 3-4 months to develop a solution. Once implemented, costs and cycle times can be reduced by up to 50% and product quality can be increased by up to 150%.
Reengineering (process update) or process redesign. It provides for the restructuring of flows within the process using automation tools, information technologies, improving the corporate culture of employees and restructuring or improving measurement systems. Eliminating waste, reducing cycle times and reducing costs lead to improvements in some indicators up to 300-1000%.
Development of a new process. The existing process and its organizational structure completely ignored. An image of a new, ideal process is built, which is then brought to a real project. This path gives the greatest effect - up to 2000%. Developing a new process is sometimes called the innovation process. However, this path is more time-consuming, resource-intensive, and risky.

Process variability and its causes
Before you can improve anything, you need to have an idea of \u200b\u200bthe current state.
Before any transformations, you must first establish the achieved level of the system.
Before quality objectives can be set for processes, it is necessary to measure the indicators of the quality characteristics of the processes, identify the current values \u200b\u200bof the indicators, compare with the previous ones (or another base of comparison, which may be, for example, the values \u200b\u200bof the best organizations) and only then, if you want to change these characteristics, you can formulate goals that will really be quality goals.
E. Deming, Yu. P. Adler, V. A. Lapidus and other researchers note that goals should take into account the variability (variability) of processes. It makes no sense to set a goal if it lies within the variability of the parameter (process) value for which the goal is set.
If the target lies in the interval within which the parameter changes, then, with a high probability, this target value will be achieved without making any changes to the control system.
The probability of achieving the goal within the limits of variability of the parameter value is determined using confidence intervals. The size of the confidence interval is set so that it contains the desired parameter value with a certain probability.

If we interfere in the process when it is not necessary to do it, or we do not interfere when it is extremely important, then the process only gets worse.
A similar result occurs if the wrong people interfere with the process.

Making decisions based on the quality of business processes
All types of products and services, as well as all business processes in which they are created and / or transformed, are subject to deviations from the specified values.
Variations owe their origin to two fundamentally different sources, which are usually called:
common or common reasons for variation
The first type (GOST R 50779.42-99 (ISO 8258-91) Statistical Methods... Shewhart's control charts.) - variability due to "random (usual) reasons", due to the myriad set of various reasons that are constantly present, which are not easy or impossible to identify. Each of these causes constitutes a very small fraction of the total variability, and none of them is significant in itself. However, the sum of all these causes is measurable and is assumed to be inherent in the process.
Eliminating or reducing the influence of common causes requires management decisions (top management) and the allocation of resources to improve the process and system.
Common causes of variation require intervention in the nature of the business process - strategic level management decisions.
Strategic level of intervention in the business process:
Almost always requires senior management involvement
Typically 80% of total business process problems
It is ineffective or worsens the situation if there are special reasons for variation in the process and, on the contrary, it is effective if they are absent.

Assignable reasons for variation
The second type (GOST R 50779.42-99 (ISO 8258-91) Statistical methods. Shewhart's control charts.) - real changes in the process. They can be the result of some determinable causes that are not inherent in the process internally and can be eliminated, at least in theory. These identified causes are considered “non-coincidental” or “special” reasons for the change.
These may include tool breakage, insufficient material homogeneity, production or control equipment, personnel qualifications, failure to follow procedures, etc. (GOST R 50779.42-99 (ISO 8258-91)
To eliminate special (special) causes, a group is created to identify and eliminate them.
Special causes of variations are eliminated at the level of local intervention in the business process - the operational level of management decisions
Local intervention in the business process:
Usually carried out by the leaders of the business process and its personnel
Usually it is 20% of the total number of business process problems (statistics of international practice in solving BP problems - J. Juran's 80:20 rule)
It is ineffective or worsens the situation if there are no special reasons for variation in the process, and, conversely, it is effective if they are present.
If there are common causes of variation, then the results of the process form a distribution that is stable over time and predictable (Figure 41).

Fig. 41 An absolutely stable process over time - the type of its distribution. No real process is like that. There are only common reasons for variations, predictable.
If there are special reasons variations, the result of the process is not stable over time. Unstable process in terms of distribution, there are special reasons for variation, unpredictable

When people don't understand the theory of variability (variability) they:
They see trends where they are not, and do not see them where they are;
Attempts to explain natural dispersion as special events;
Blame and / or reward employees unreasonably;
Can't effectively plan for the future and improve the system
Experiment with red beads E. Deming (1950)
6 people participate in a simple experiment. Each must mix red and white beads (4000 pcs.), The master gives detailed instructions how to do it, there is even a documented procedure.
Red beads make up 20% of the total.
Each of them should draw 50 beads at random (they were given a spatula of a certain size).
The goal is to get white beads: our consumer does not accept red beads.
Work continues for 4 days

	16	10	7	6	39
	9	11	12	10	42
	4	9	13	11	37
	7	11	14	11	43
	9	17	9	13	48
	9	7	12	7	35
	54	65	67	58
					244

Every day the master scolds, then praises one or the other.
Finally, he decides:
Fire Ben, Carol and John, who made 40 or more red beads in 4 days.
Leaves Audrey, Al, and Ed, paying them a bonus and making them work two shifts. But, this does not give any better result. The master thinks that the results of actions depend on the workers and all the actions of the master are a reaction to purely random variations.
What to do if there is no knowledge about the system design?
It is necessary to plot the data on the control chart and let it tell us about the behavior of the process.

The center line on the map corresponds to the average, i.e. 244/24 \u003d 10.2 - the average number of red beads per person
Calculate the standard deviations and limits of variation for which the system is responsible:

The map confirms that the process is in a statistically stable state and the variations are caused by the system. The workers are helpless. They can only give out what the system gives.

The system is stable and predictable. The instructions of the master are meaningless and useless. The results are completely determined by the system within which they operate.
A natural question arises: what can be done to improve things?
Since the system is in a stable state, improvements can only be achieved by changing the system itself. The reasons for the variations are common.
Acting on a system to eliminate common causes of variation is usually more difficult than acting on specific causes.
In the bead experiment, somehow the proportion of red beads in the box must be reduced - by introducing improvements in earlier stages of the manufacturing process.

General process improvement methodology

1. Any activity is a process, the output of which is a set of results that are of a statistical nature and determine the capabilities of the process. The quality of the results is determined by the activity processes.

2. Process capabilities are characterized by the average outcome and the dispersion of outcomes (variations) relative to the average. The capabilities of the processes are studied using statistical methods.

3. Requirements for the process must match its capabilities. In this case, defects are minimal. It is necessary to assess the capabilities of the process and verify that the capabilities meet the requirements.

4. Tightening the requirements cannot achieve improvement, since in this case the process capabilities and requirements come into conflict, and the proportion of defects begins to increase: the more stringent the requirements, the more defects.

5. To improve results, the process first needs to improve the ability of the process in terms of the average result (closer to the goal) and the dispersion of results (decrease). Verify improvement has occurred. Then new requirements can be introduced to match the new process capabilities.

6. Quality is improved by improving the process, increasing its ability to produce the desired results the first time and free from defects, rather than tightening requirements.

7. The most important property of the process is stability (repeatability of results over time). This process is predictable and predictable. Process stability is assessed by statistical methods.

8. Improvement of a stable process cannot be achieved by compensating for worse results or by seeking exclusively better results... Those and others are always few. The bulk of the results characterizing a stable process (about 70%) are concentrated in the central zone around the average result.

9. It is impossible to interfere in the course of a stable process without preliminary, in-depth statistical analysis. Volitional management interventions are able to bring the system out of a stable state. The quality of the results will decrease and the process will become unmanageable. It is impossible to manage an unstable process. This process is unpredictable in its behavior.

10. Process control is to ensure its stability and capabilities at the level of compliance.
To improve a process is to increase the level of its capabilities while maintaining stability.
Requirements for improvement and stability of processes represent the dialectical unity of opposites.
Improvement must come through short-term and manageable volatility.