Innovation management. Product quality management. Principles, methodology and tools for innovative quality assurance

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 the production 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 necessarily processes such as planning, as well as providing all the necessary conditions and supplying resources to meet the products to the established standards.

It should be noted that quality management is carried out at each stage of the life cycle of a product. This process begins at the stage of the idea and development of 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, the international organization ISO is created, 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. Nevertheless, there is a standard scheme that 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.

Such an enterprise policy as total quality management is 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 of production activities in accordance with generally accepted international standards;
• compliance of control systems 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 of this process is the compliance of goods with 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 thing 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 the final result. For this purpose, various modern engineering facilities that are getting better 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.
• The economic method consists in assessing the cost of measures aimed at improving the quality, as well as the financial result that 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 the 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 separate structures enterprises, 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 effective organization 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 should be developed, or the specific economic indicators that the enterprise is striving for should be known;
• 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. It implies a detailed description of 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 sets many tasks for manufacturers, the implementation of which ensures the appropriate level of product quality. Although following international standards is a voluntary initiative, a growing number of firms are joining it in order 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? 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:

• combining marketing activities with 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 qualitative characteristics of the product for a potential consumer.

It should be noted that ensuring a high level of product quality is the primary 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.

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As a manuscript

Shuleshko Alexander Nikolaevich

Principles, methodology and tools of innovative

quality management assurance

Specialty: 08.00.05 - Economics and management of the national

economy (standardization and product quality management)

dissertations for competition degree

doctor of economic sciences

Irkutsk - 2012

The work was completed, discussed and recommended for defense at the Department of Quality Management and Mechanics at the Federal State Budgetary Educational Institution of Higher vocational education"Irkutsk State Technical University"

Scientific consultants:	doctor of technical sciences, professor Lontsikh Pavel Abramovich; doctor of economic sciences, professor Korodyuk Igor Stepanovich
Official opponents:	Doctor of Economic Sciences, Honorary Worker of the Higher School, Professor Gorbashko Elena Anatolievna
	Doctor of Technical Sciences, Professor Azarov Vladimir Nikolaevich
	Doctor of Economics, Professor Starkov Rafik Fedorovich
Lead organization:	Saint Petersburg State Electrotechnical University "LETI" IN AND. Ulyanov (Lenin) (SPbGETU). Department of Management and Quality Systems.

The defense will take place on March 20, 2012 at 10 o'clock at a meeting of the dissertation council DM 212.073.08 at the Irkutsk State Technical University at the address: 664074, Irkutsk, st. Lermontova, 83, building "K", conference hall.

The dissertation can be found in the scientific and technical library of the NRU GOU VPO "Irkutsk State Technical University", and the author's abstract can be found on the official website of the university http://istu.edu.

Scientific Secretary of the Dissertation Council,

candidate of economic sciences,

Professor Beregova G. M.

GENERAL DESCRIPTION OF WORK

Relevance of the research topic

Currently, Russia is actively developing a course towards the transition of the model economic development countries from raw to innovative. Problems are considered, tasks are solved, projects are implemented to ensure competitiveness with the best world analogues. The innovative vector of economic development of Russian enterprises is impossible without improving the quality and competitiveness of their products, both in the domestic and foreign markets.

The concept of increasing the efficiency, reliability and safety of products is set out in the IS ISO 9000 family of international standards, adopted as national standards in many countries. The reliability and safety of products at all stages of their life cycle are aspects of product quality, which characterizes the ability to meet the stated and expected needs of consumers, interested parties, stakeholders and society as a whole. Society's requirements are accepted obligations arising from laws, regulations, rules, codes, statutes and other considerations regarding product quality assurance. They become more rigid and more defined.

Taking into account the fact that management systems formulated on the basis of the requirements of MS ISO 9000 standards have been implemented in almost all foreign commercial enterprises, have been implemented and are being actively implemented in Russian, in order to obtain competitive advantage it is necessary to apply innovative technologies development and modernization that competitors do not have.

Innovation in the production of goods and services is an activity or process by which the results of research work are introduced, integrated into products and (or) services in the market. At the same time, the implementation of a scientific result or technological development is understood as obtaining an investment or commercial effect. The results of the introduction of innovations bring benefits not only in the form of a return on investment in research work, but also provide an increase in the volume of products and services, improve their quality and reduce costs. Innovative development determines the vector for improving production, modernizing the economy, creating new and modernizing existing sectors of industry. Improving the quality of goods and services, improving quality management systems is the application of innovation methods to solve the problems of development and quality management.

Leading enterprises that have achieved leadership in their sectors of activity, as a rule, have modern innovative quality management tools. However, such developments are classified as "know-how", not intended for wide publication.

Undoubtedly, the relevance of the problems of improving quality, the introduction of principles and methods of innovation for this purpose. Obviously, the formation and modernization of relevant principles, the dissemination of methodological aspects and the introduction of modern tools innovation management quality should be aimed at developing the innovative activity of the enterprise, ensuring the tasks of modernization and the formation of competitiveness of both individual enterprises, sectors of the economy, and the Russian economy as a whole.

The foregoing confirms the relevance of the stated topic of the dissertation work.

The degree of development of the problem

On the present stage, the issues of improving quality management systems, and, consequently, the application for this purpose of the most relevant, innovative methods, tools and apparatus of research are reflected in a number of scientific works of domestic and foreign experts. The most studied are the problems of improving and improving the quality of systems, the development of approaches to quality management, which were considered in the works of Russian scientists P.L. Chebyshev and A.M. Lyapunov, foreign scientists W.A. Shewhart, E. Deming, D. Juran, K. Ishikawa, F. Crosby, A. Feigenbaum, J. Harrington.

A number of methods for improving quality management systems, ensuring its continuous improvement and improvement are presented in the works of V.V. Boytsova, V.N. Azarova, A.A. Frolova, I.P. Muravieva, E.A. Gorbashko, D.A. Pospelova, D.V. Vogel, D.E. Goldberg, R. Shonkwiler, K.R. Miller, D. Whitley, J.D. Schaffer, J. Eshelman.

At present, the considered problems are the object of close study of international organizations and enterprises. AT Russian science issues of introducing the theoretical and methodological foundations of innovative support for quality management, efficiency and effectiveness of implementation economic systems, methods of applying mathematical programming to ensure management and improve quality are considered in the works of A.V. Attekova, S.V. Galkina, V.V. Okrepilova, S.A. Stepanova, Yu.P. Lisovets, V.S. Zarubina, A.V. Glicheva, A.A. Korbuta, L.E. Basovsky, Yu.Yu. Finkelstein, V.V. Lesina, V.G. Karmanova, P.A. Lontsikha, V.B. Protasiev, Yu.P. Adler, B.I. Gerasimov, N.D. Ilyenkova, S.V. Mishchenko, S.V. Ponomarev.

However, as of today, there is no integral understanding of the development and application of the principles, methods and algorithms for innovative quality management. Scientific studies, the main results of which are presented in widely available publications, consider individual elements of the correlation of innovation and quality improvement, based on a fragmentary comparison of quality management system standards and innovation principles, or without taking into account such a comparison, which imposes significant restrictions on the practical use of research data.

The relevance and insufficient knowledge of the theoretical and methodological foundations for solving the problems formulated, the formation of principles, the development and implementation of modern tools for innovative quality management, determined the choice of the topic of the dissertation work, determined the goal, objectives and exploratory nature of the study.

The purpose of the work is the formation of the concept, principles, methodology and theoretical foundations introduction of modern tools for ensuring innovative quality management in order to implement the basic principles of quality management, improve and modernize enterprises, focus on the consumer and ensure its competitiveness in domestic and world markets.

To achieve this goal, the following were set and resolved: tasks:

A modification of the principle, or cycle of E. Deming P-D-C-A, is proposed, which includes forecasting based on modern methods, which allows more efficient planning and analysis of the parameters of the quality management system processes.

The problem of forecasting the trend of process parameters is solved as the use of statistical quality tools, including the use of modern robust algorithms. Analytical methods for predicting the performance and reliability of equipment are proposed as an element of the quality management system.

A methodology for modifying the evolutionary algorithm for solving optimization problems while improving the quality management system has been developed. Evolutionary algorithms are applied as search procedures based on the mechanisms natural selection and inheritance, mutation, reversion, and elitism.

A methodology has been developed and methods of mathematical programming have been applied in the context of optimizing process parameters, ensuring the improvement of quality management systems, including in non-linear programming problems and multi-objective optimization, taking into account the imposed restrictions.

Methods for monitoring the state of the QMS and expert systems based on neural networks and fuzzy logic are proposed to reduce product losses; improve productivity, efficiency, reliability, environmental safety.

Techniques for calculating and predicting the risk of failure of technological equipment based on statistical methods have been developed, and new risk management mechanisms have been proposed.

Principles, methodology, and methods for assessing the risks of investing in various financial assets using artificial neural networks have been developed.

Object of study are companies and organizations problem solving development, implementation and improvement of quality management systems, as well as implementing an innovative approach in management systems, developers of regulatory documents and quality standards.

Subject of research are the principles, methodological foundations, innovative methods and algorithms used to ensure quality management; approaches and mathematical models for ensuring reliability and improvement of management systems based on the implementation of evolutionary algorithms in the problems of management and optimization of quality systems.

Field of study. The topic of the dissertation corresponds to the passport of the nomenclature of the specialty 08.00.05 - Economics and Management national economy(standardization and product quality management): clause 13.22 - theoretical and methodological foundations of innovative quality management in the enterprise.

Scientific novelty of the research consists of the following:

A modification of the classical principle, or E. Deming's P-D-C-A cycle, is proposed, which includes forecasting based on innovative mathematical programming algorithms, which allows more efficient planning and analysis of the quality management system process parameters.

The main criteria, conditions and parameters of the theoretical and methodological foundations for the development and implementation of modern tools for ensuring innovative quality management of various systems are formulated, substantiated and classified.

Calculation methods and algorithms are proposed to effectively solve the problems of business planning and policy formation of organizations based on the criteria and requirements of the ISO 9001:2008 standard.

Analytical methods for predicting the performance and reliability of enterprise equipment are proposed as an element of the quality management system; the problem of robust trend forecasting of process parameters was solved as an application of mathematical quality tools.

A methodology has been developed, an adapted approach and methods for analyzing the modification of an evolutionary algorithm for solving optimization problems while improving the quality management system. Innovative evolutionary algorithms are applied.

An algorithm for diagnosing the quality parameters of machines, equipment and systems using neural networks-classifiers is proposed. As one of the innovative ways of developing expert systems, the use of neural networks is proposed.

Algorithms for the use of fuzzy logic in quality management problems have been developed.

Methods have been developed and problems of mathematical programming have been solved in application to innovative support of quality management systems, in problems of nonlinear programming and multicriteria optimization, taking into account the imposed restrictions;

Techniques for calculating and predicting risk, methods for determining the risk of investing in various financial assets using artificial neural networks have been developed.

Research methods, credibility and validity.

The formation of theoretical provisions and the development on their basis of methodological foundations for the application of innovation methods for solving the problems of development and quality management became possible thanks to a systematic approach using methods of analysis and synthesis of management systems, methods of reengineering, benchmarking, the use of statistical management tools, economic and financial analysis, methods and principles for solving optimization problems, using non-linear programming methods, methods of statistical, comparative analysis, process and system approaches. The reliability and validity of the applied methods is confirmed by their wide use in a variety of applied research, as well as in industrial practice in the development, implementation and certification of quality management systems.

Practical significance of the results of the study is the possibility of using the developed model of research, analysis and synthesis of quality management systems, the application of the proposed set of theoretical provisions, methods for solving quality management problems in various management systems, the use of developed tools for ensuring innovative quality management, which can be applied in various organizations when improving management, creating and improving quality management systems.

Approbation and implementation of the results of the work. The main scientific provisions and results of the study were presented at scientific and practical conferences and competitions: Industry competition “young engineers and researchers named after. I.K. Kikoin”, Moscow (2005), All-Russian competition “Engineer of the Year”, Moscow (2005), International Symposium “Quality, Innovation, Education and CALS-technologies”, Hurghada, Egypt (2006), competition “for the best development JSC "TVEL", Moscow (2010), First All-Russian scientific and technical conference with international participation "Life cycle of structural materials", Irkutsk (2011), XIII International conference "Quality management, innovation, certification of management systems", Kazakhstan, Almaty (2011 ).

The results and conclusions obtained in the dissertation work have been implemented at JSC AECC (a subsidiary of JSC TVEL, State Corporation Rosatom), at the Institute of the Earth's Crust of the Siberian Branch of the Russian Academy of Sciences (acts of implementation).

The main results of the dissertation work were reported, discussed and received a positive assessment at an expanded meeting of the Department of Quality Management and Mechanics and the Departments of the Institute of Economics, Management and Law of the Irkutsk State Technical University.

The flour and cereals industry occupies an intermediate position in the food technological chain "seeds - grain - flour - bread", and therefore all the concerns and problems of allies - seed growers on the one hand and bakers and food workers on the other - are close and understandable to us and directly affect the quality The raw materials we work with determine the difficulties we face when storing and processing grain.

Paying tribute to the importance and role of such important indicators for grain producers and the whole country as yield and gross harvest, it should be noted that, in addition to quantitative indicators, quality indicators are becoming more and more important, since there is a problem of providing millers and bakers with a sufficient amount of high-quality raw materials. We need a volume of grain of proper quality, as we all know that not every grain can be suitable for bread and can be used as human food. Moreover, non-compliance with the requirements for the quality and safety of grain can lead to diseases and poisoning of people.

In Russia, there are acute issues of compliance with the safety of grain and grain products during storage. According to the Ministry Agriculture RF, grain losses during storage are up to 10%, or up to 24 billion rubles. Eating foodstuffs from insect-infested and self-warmed grain leads to constant poisoning of people and, as a result, to the loss of the health of the nation. In this regard, the primary task in grain storage is the constant monitoring of its condition, and especially the upper layer, as the most critical in three parameters: insect infestation; temperature; relative humidity.

Over the past two years, specialists from the All-Russian Research Institute of Grain and Its Processing Products (VNIIZ) have created a system for remote monitoring of the state of stored grain in any type of storage, which includes three innovative systems: remote control of grain condition during storage; recirculation fumigation of grain in a fixed bed; conservation of grain against insects with liquid insecticides (Fig. 1). The system passed the acceptance tests of the Voronezh MIS and was accepted for production at the Melinvest OJSC plant.

The monitoring system has special combined sensors that provide information about the current state of the grain mass in terms of temperature, relative humidity of the air between grains and insect infestation. The data is output to the computer, reflecting the instantaneous values ​​of the parameters on the monitor. They are stored in the computer's memory, and depending on the state of the grain, the system reflects one of three ratings: "normal", "alarming" or "dangerous".

Currently, fumigation of grain with phosphine is carried out by introducing tablet forms of phosphine preparations into the flow of grain during its movement from storage to storage. This leads to material and energy costs, as well as to injury and a decrease in the mass and quality of grain. The problem was solved by developing at VNIIZ the technology of recirculation fumigation with phosphine of an immovable grain mound (without moving it). The system of recirculation fumigation with phosphine of a fixed grain mound involves the production of phosphine gas in special generators and the organization of recirculation of the phosphine-air mixture through the thickness of the grain mass. This technology eliminates the disadvantages of traditional tablet disinfection of grain with phosphine. In addition, it allows you to control and regulate the fumigation process, which provides a guaranteed effect of grain disinfection from insects.

VNIIZ scientists have developed a technology for preserving grain with the Zernospas biinsecticide against infection by insects for a long time. At the same time, in order to ensure the competitiveness of Russian grain in terms of permissible levels (ML) of harmful pollutants, VNIIZ solves the problem of reducing the insecticidal load while ensuring a zero level of insects in the grain. Thus, a biinsecticide was created and patented, which reduces the insecticidal load from 8 to 23 times compared to monoinsecticides.

A single treatment of grain in a stream with liquid insecticides of contact action using special sprayers makes it possible to exclude its infection with insects for several months. This technology is especially effective and indispensable for long-term storage grain, including state stocks and seed funds.

VNIIZ has developed a method for analyzing the “digital image of grain”, which is based on the comparison of the studied grain with a computer “standard” (Fig. 2). The introduction of metrologically supported instrumental methods and means of reliable non-destructive testing of grain during its laying and storage is one of the effective ways to reduce losses.

In modern conditions, the most effective tool for recording all processes and operations that occur with the product is the traceability system "from the field to the consumer." VNIIZ is developing a unified safety and quality assessment system. Its elements have been tested both within the country and in neighboring countries. By introducing such a system, vertical holdings have advantages. They can already at the initial stages of working with grain determine its intended purpose. For these purposes, VNIIZ is developing a system of target classifications of grain and flour for culinary, flour confectionery, bakery, and pasta products. A unified system for assessing the properties of grain and flour from wheat includes: unified methods for assessing the quality of grain and flour; unified database of laboratory equipment and devices; a unified database of grain and flour quality indicators; norms of quality indicators of grain and flour for products (Fig. 3).

The development of methods and safety indicators for grain and grain products is one of the priorities of VNIIZ. So, in 33% of commercial samples of flour, an excess of hygienic standards for infection with potato disease was found. We have developed a method for quick and objective control of contamination of grain, flour and bread with pathogens of potato bread disease, and approved the relevant standards of the organization.

The threat to the safety of grain and grain products is fusarium. The indicator "content of fusarium grains" is included in the standards for basic grain crops, SanPiN and the Technical Regulations of the Customs Union on safety. However, for rye and barley grains, there were no modern approved methods for controlling this indicator. To solve this problem, VNIIZ developed and approved the standard of the organization.

Massive contamination of grain and flour in the Russian Federation with DON is associated with Fusarium lesions, in connection with which VNIIZ, together with the Institute of Nutrition of the Russian Academy of Medical Sciences, developed proposals for the content of DON in grain crops; at the same time, the norms are more stringent than in the EU (Table 1).

And this is another of the main directions in the work of VNIIZ - the development of standards for the permissible content of mycotoxins in grain and grain products using a differentiated approach adopted in the EU. The approximate content of toxic elements, radionuclides and mycotoxins in the milled products is determined by multiplying their content in the original grain by the corresponding approximate coefficient and compared with the current limiting standard (Table 2). On this basis, the level of MPC of zearalenone in flour and cereals was developed.

An important condition for ensuring the quality and safety, and hence the competitiveness of grain products, is the development of a system of national standards. An example is the standard GOST R 52466-2005 “Grain and products of its processing. Method for determining the acid number of fat. This is the only instrumental method for monitoring the storage of grain, flour and cereals and determining their shelf life. A number of CCJ norms have been developed.

For many years, on the basis of VNIIZ, TK 002 has been working on standardization "Grain, its processed products and oil seeds", which has the status of an interstate. Based scientific research and National Standardization Programs develop national and interstate standards. These developments of the Grain Institute give enterprises the tools to comply with domestic and international requirements on safety and quality and ensuring its competitiveness in world markets in the conditions of work in the WTO.

On the basis of the Kuban branch, VNIIZ annually holds all-Russian and international conferences on the topics "Modern methods, tools and standards in the field of assessing the quality of grain and grain products", "Actual issues of modernization and technical re-equipment of enterprises for the storage and processing of grain and grain products and ensuring their industrial safety" .

The textbook gives a comprehensive understanding of modern methods of quality management for the development and production of a new product through the prism of international standards. Readers will get acquainted with the most effective scenarios, methodology and practice of creating and developing quality management systems, with the requirements of quality management standards, including the ISO 9000 family, with the practice of the world's best companies in this area. Specific situations illustrate the importance, possibility and expediency of using approaches based on modern quality management. The manual is intended for executives of administrations of regions and industries, heads of enterprises and organizations of various forms of ownership, mid-level specialists of industrial and scientific and technical enterprises, and innovative infrastructure of regions.

A series: Educational innovation

* * *

by the LitRes company.

Quality management in innovation: a general approach

2.1. A Brief History of the Problem of Quality Management

We live in an era that experts called the quality revolution. We all feel its results as consumers. The mass consumer has access to such goods and services that 10 years ago were available only to wealthy clients - high-quality audio and video equipment, personal computers, automotive equipment, etc.

The first personal computers, the IBM PC, sold for $3,000–$4,000 (the same dollars, that is, about $6,000–8,000 today, if not more) and had incomparable specifications- hundreds, and sometimes thousands of times worse.

The management of enterprises in different historical periods has embodied different approaches to ensuring the quality of goods and services, different management philosophies. The development of these approaches, this philosophy went under the motto "By investing in the prevention of defects and inconsistencies, we save money, since the costs of control and, in particular, the correction of defects and inconsistencies become lower."

The history of management philosophy is easiest to present in the form of a diagram - a "tower of quality" (Fig. 2.1). Just as it has historically been built floor by floor, it has to be built by every enterprise that implements quality management methods. The creation of the "tower of quality" took place under the pressure of circumstances. Management needed to find a balance between the internal and external goals of the enterprise, and these goals, in general, are contradictory. I had to balance:

- ensuring the quality of manufactured products and, accordingly, strengthening the position of the manufacturer in the market (an external goal may lead to an increase in costs);

- increase in production efficiency, i.e. increase in the company's profit (internal goal, achieved by reducing costs).

Rice. 2.1. Stages of quality management development:

31 - the cost of detecting defects;

32 - the cost of correcting defects;

33 - the cost of preventing defects;

P1-PZ - components of additional income received by a more progressive enterprise

This contradiction (on the one hand, it is necessary to invest in quality assurance, on the other hand, to save money to increase efficiency) at each stage of the development of production, market and society had its own specifics and was resolved in different ways.

What is it to resolve a contradiction or, in other words, to find a balance of interests? This means that it is necessary to find such a way of organizing processes, such a management technology, in which the idea “By investing in the prevention of defects and inconsistencies, we save money” is implemented in the most rational way at the moment, since the costs of control and, in particular, the correction of defects and inconsistencies are getting lower.

2.1.1. The foundation of the "tower of quality"

For a quality tower to be sustainable, it needs a foundation.

The same type of activity should lead to the same results. Required standardization of activities, standardization of requirements for products, processes, and employees, finally. Among other things, this means that the company must purchase up-to-date Russian and international standards and provide access to them for all employees who need them.

Interchangeability - the possibility of replacing with a similar (without exhausting "fitting in place") component of products, documents, assemblies, etc. To some extent, this also applies to employees - each, of course, is a person, but if one accountant cannot be replaced by another without risk stopping activities, it is urgent to change the organization of processes.

Metrology. You need to be able to measure the quality of products, processes, and personnel. Among other things, this means that all measuring instruments used to measure product quality must give reliable readings, therefore, they must be regularly verified and calibrated. If we don’t know how to do something from this, we won’t be able to ensure quality.

If the problems of interchangeability, standardization, metrology are not resolved or not fully resolved, the quality tower is not built.

2.1.2. "Floor" of quality control (rejection)

Rejection as a method of ensuring product quality began with the craft and entered the practice of individual craftsmen who checked their own work, who observed the work of apprentices, the behavior of customers who carefully sorted through products to make a purchase. We should not forget the guild organizations of medieval cities, which, in modern terms, certified craftsmen - they awarded the title of master after serious tests of the quality of the product. Each product was individual.

In the 60s. 19th century in the arms industry (Samuel Colt factories) the idea of ​​standard quality was born. Products were assembled not from parts fitted to each other, but from randomly selected parts from the batch, that is, interchangeable ones. Before assembly, these parts were checked using calibers, and the unusable ones were rejected. Control and rejection were carried out by specially trained inspectors.

An outstanding contribution to the development of this phase was made by American automakers Henry Martin Leland (founder of Cadillac) and Henry Ford. Leland pioneered the use of gauge work in automotive manufacturing and came up with a pass/no pass gauge pair. Ford used an assembly line and introduced, instead of input control of components at assembly, output control at those industries where these components were manufactured, i.e., only good products began to be received for assembly. He also created a separate technical control service.

The scientific generalization and substantiation of the experience gained at this stage was the work of the American scientist, engineer and manager Frederick W. Taylor, an associate of G. Ford. It was he who proposed the concept of scientific management, which included a systematic approach, personnel management, the idea of ​​sharing responsibility between employees and managers in ensuring the quality and efficiency of the organization, the idea of ​​scientific labor rationing. He developed the basic ideas of the hierarchical structure of the organization's management, which were finally formulated by Henri Fayol and Max Weber. We can say that thanks to the activities of F.U. Taylor and G. Ford, the concept of organizing machine production (the Ford-Taylor production system) was created, the main provisions of which are still in effect and which is a model for organizing the production of most modern enterprises. Only in the 70s. it was replaced by another concept - the production system "Toyota".

The basis of the quality assurance concept of this phase can be formulated as follows: the consumer should receive only suitable products, i.e. products that meet standards. The main efforts should be aimed at ensuring that unusable products (marriage) are cut off from the consumer.

The consistent implementation of this concept led already in the 20s. to the fact that the number of controllers in high-tech industries (aviation, military industry) began to amount to 40%, and sometimes more, of the number of production workers. AT Within this concept, quality improvement is always accompanied by an increase in the cost of its provision., i.e., the goals of increasing the efficiency of production and improving the quality of products are contradictory (they cannot be achieved simultaneously).

2.1.3. "Floor" of process management

The application of this quality assurance method dates back to the 1920s. 20th century as an attempt, if not to resolve, then at least to weaken the contradiction in the form characteristic of the previous phase. The starting point is the work performed in the technical control department of the American company Western Electric.

In May 1924, a member of Shewhart's department handed over to his superior a brief note that contained a method for constructing the charts now known throughout the world as "Shewhart's control charts." Statistical methods have given managers a tool to focus their efforts not on how to detect and remove defective products before they are shipped to the customer, but on how to increase the yield of good products in the production process.

One of the remarkable achievements of the practice was the creation of a quality audit service, which, unlike the technical control departments, did not deal with the sorting of products, but checked the performance of the quality assurance system in production by monitoring small samples from product lots.

The core of the concept of quality management at this phase was the thesis: “The main goal remains - the consumer should receive only suitable products, i.e. products that meet standards. Rejection remains an important quality assurance method, but the main focus should be on managing production processes to increase yields.”

The introduction of the concept into practice has made it possible to significantly increase the efficiency of production with a high quality of products and services, which created the conditions for the formation of a global market for goods and services. At the same time, there was a growing understanding that every manufacturing process has a certain yield limit. This limit is determined not by the process itself, but by the system, i.e., the totality of the enterprise's activities, labor organization, management, in which this process takes place. When this limit is reached, the same contradiction operates with new sharpness as at the previous stage, between the increase in production efficiency and the increase in the quality of products.

2.1.4. "Floor" of quality management (continuous quality improvement)

The beginning of the development of a modern approach to quality management is usually counted from 1950. The turning point was the presentation of lectures to the leading industrialists of Japan by the American doctor Edwards Deming. During 12 lectures, he met with hundreds of top managers of Japanese firms. He, as well as Joseph M. Juran, another American, also invited in the form of government technical assistance to Japan, developed a program whose main idea was: “The basis of product quality is the quality of labor and quality management at all levels, i.e. such organization of the work of teams of people, when each employee enjoys his work.

The program was already based on improving not only production processes, but also the system as a whole, on the direct participation of the top management of companies in quality problems, training all company employees (from top to bottom) in the main methods of quality assurance. At the forefront was the motivation of employees for high-quality work.

The place of the concept of preventing defects from reaching the consumer and the concept of increasing the yield of good products was taken by the concept of “zero defects”, proposed by Philip Crosby. It is thanks to the consistent implementation of the ideas of Deming, Juran and Ishikawa that Japan, a country more than poor in natural resources and ravaged by war, has become one of the richest in the world.

Armand Feigenbaum and Walter Messing also made a great contribution to the development of both this phase and the subsequent one. We can say that it was at this phase that quality management in its modern sense was formed. The contradiction between the improvement of quality and the growth of production efficiency in its former forms was overcome - the application of new management ideas made it possible to simultaneously improve quality and reduce production costs. The consumer in almost all countries began to receive goods and services of the highest quality at an affordable price. At the same time, the situation on the market, in which the requirements for the quality of the product are determined and fixed by the manufacturer, and the consumer has the right to either buy the proposed product or reject it, has led to a new form of aggravation of the contradictions between quality and efficiency. When products that are suitable, from the point of view of the manufacturer, enter the market, its costs will be extremely high in the event of an error in determining the needs of consumers.

2.1.5. "Floor" of quality planning

The quality planning phase began to emerge in the mid-1960s. as a development of the ideas of the previous phase towards the full satisfaction of consumer needs and is associated, on the one hand, with the development of the theory of product reliability, and, on the other hand, with the widespread introduction of computer technology and CAD in the product development process. The concept of the new phase was developed on the basis of:

Understanding that most of defects are embedded in the product at the development stage due to the poor quality of design work;

Transferring the center of gravity of work on the creation of a product from full-scale testing of prototypes or batches to mathematical modeling of the properties of products and product manufacturing processes, which makes it possible to detect and eliminate design and technological defects even before the start of the production stage;

Focus on a satisfied customer, instead of achieving "zero defects";

The need for competition in a saturated market by providing the consumer with increasing value at an acceptable price, which must also constantly decrease.

The most important ideas of the new phase are expressed in the works of Genichi Taguchi, Dr. Mitsuno, in the scientific developments of the Toyota and Mitsubishi companies.

Taguchi (sometimes spelled Taguni - Taguchi, Genichi) proposed a quality loss function, developed a methodology for planning industrial experiments.

2.1.6. The last "floors" of the "tower of quality"

Within the framework of the quality planning phase, it is possible to practically overcome the contradiction between quality and production efficiency in its existing forms. A new phase arises when a new form of this contradiction manifests itself - the consumer's demand that not only products, but also the production process be environmentally friendly, that is, they would not cause damage environment. This phase is currently under active development.

A new phase has also begun - it can be described as "social quality management" - a quality product and good production should be not only environmentally friendly, but also socially safe.

2.1.7. How advanced Russian enterprises build a "tower of quality"

Let's see how the stages of development of quality management methods implemented at the best Russian enterprises are connected with the general scheme we considered earlier (“quality tower”).

An example is the Tool Rand company, which produces electric and pneumatic tools for the automotive industry and operates in the city of Pavlovo, Nizhny Novgorod Region (Fig. 2.2). He often writes about her and her director Vadim Sorokin Russian press, and many phrases of the leader have already entered the folklore of Russian management: “An enterprise is either fast or dead”, “We thought that the quality was low because the machines were bad. But it turned out that we are bad leaders”, “Everyone thinks that if people are well paid, they will work well. It turned out that this was not the case. If we pay our employees fantastically well, they will get fantastically well paid - and that’s it!”

The modern history of the enterprise began with the purchase by the international concern "Ingersoll rand" in 1993 of the enterprise - a special design bureau "Mekhinstrument" in the city of Pavlovo.

By that time, the enterprise, of course, had quality control, during which good parts or products were separated from defective ones. However, he worked in such a regime, when only that which no one could ever deliver was considered a defect (this regime, unfortunately, still exists at many Russian enterprises). Therefore, at the initial stage, under pressure from investors, it was necessary to transfer quality control to a mode where any deviation from standards and technical norms is considered as a defect. It is not surprising that the level of defectiveness immediately increased many times and amounted to a deadly 62.5% (it is clear that the defectiveness has not changed, just before that, say, 2.5% were recorded in the QCD protocols, and 60% were undetected defects).

The enterprise considers the beginning of the introduction of statistical methods of process management to be the first stage of the struggle for quality, when instead of simple sorting, quality control department inspectors began to keep checklists and note the number of defects of one type or another in them (a list of possible defects was previously compiled). Next, QCD specialists, technologists, and production workers analyzed the defect statistics collected using checklists according to the Pareto rule, i.e., it was determined which defects accounted for approximately 80% of the total number of defects per week. Next, the specialists determined the causes of the appearance of defects of this type and developed corrective actions in order to prevent the recurrence of these defects. After that, new statistics were collected, they were again sieved according to the Pareto rule, etc.

Rice. 2.2. Stages of development of quality management at the enterprise "Instrum rand" in the city of Pavlovo, Nizhny Novgorod region

However, this approach quickly (about a year) showed limitations. The most difficult thing was that the classical organization of work, when specialists - a designer and a technologist - set requirements for a product, part, technical process based on standards, and the worker fulfills these requirements, in principle, does not allow reducing the defect rate below 5%. It is this level of defectiveness that is the basis of many GOSTs, standards, reference books, etc. In order to improve the quality further, it was necessary to abandon the division of employees into commanders and performers. It was necessary to involve everyone in all workplaces in solving the common task - to produce products as best as possible and at minimal cost.

The enterprise abandoned piecework wages, introduced self-control on the part of workers, problem solving by working groups consisting of designers, technologists, and production workers. But first of all, it was necessary to break the psychological habit of hiding problems and defects. The concept of "Brilliant" was introduced at the enterprise. The worker stopped hiding the defective part, but carried it on the table, accompanying it with a tag with his data and information about why, in his opinion, the defect turned out. The foreman thanked such a worker and wrote out a bonus for the fact that the part did not get on the conveyor. Working groups analyze where the company loses the most money and develop measures to improve the quality of processes. After three years of work on the "diamond" system, the level of defects dropped to 1%. Measures to improve the quality of work of the company's employees - ordinary workers and managers - made it possible to reduce the defect rate to 0.08% - a result that seems to be an unrealizable dream for many Russian enterprises.

The company was deservedly proud of the achieved result, stable position in the market. Sobering came when Tool Rand tried to become a supplier to Daimler Benz. Vadim Sorokin said about this: “I am now sure that there are happy people: They don't know what the requirements are in the global automotive industry, and they don't even know they don't know it. I was also a happy person, but 2002 brought me out of this state. It turned out that we, with our ideas about quality, are suitable for the preparatory group kindergarten, and we thought that we were already graduating from the university.

The business had to learn quality planning and implement Six Sigma (see Chapter 5 and Section 6.1). This made it possible to reach a defect level of 0.025%, or 250 ppm (parts per million) - 250 defects per million units of supplied products). This level is the initial level for the world's leading automakers, the championship level is less than 60 ppm.

To achieve this level, it is necessary to rebuild the management system of the organization based on the logic of quality management.

2.2. The logic of quality management

Quality management is, first of all, management with good financial results. Where do these results come from? The logical chain of getting good money is as follows (Fig. 2.3):

Good financial results in a saturated market appear only when customer satisfaction is ensured. At the same time, the level of customer satisfaction measured at the moment allows predicting the dynamics of financial results in 0.5–1.5 years (this time interval is determined by the dynamics and size of the market in which the enterprise operates).

A high level of customer satisfaction appears only when all the processes of the enterprise work efficiently - effectively and efficiently. At the same time, the level of effectiveness and efficiency of the processes measured at the moment makes it possible to predict the dynamics of the level of customer satisfaction in 0.5–1.5 years (this time interval is determined by the dynamics and size of the enterprise, the complexity of its process network, and the duration of the order execution cycle).

Rice. 2.3. The logic of quality management

A high level of process quality is achieved only when the company's resources are of high quality. This means that human resources have the required competencies, a high level of motivation, and a high corporate culture; enterprise infrastructure (industrial and office equipment, computer equipment, communication lines and communications, buildings and structures, etc.) High Quality, as well as the production environment (physical, technical, social). At the same time, the level of resources measured at the moment makes it possible to predict the dynamics of the effectiveness and efficiency of processes in 0.5–1.5 years (this time interval is also determined by the dynamics and size of the enterprise, the complexity of its process network, and the duration of the order execution cycle).

In order to build the management of the organization on the basis of the considered logical chain, the management of the organization must receive objective information about financial results, customer satisfaction, the quality of processes, the quality of resources and make management decisions based on this information aimed at improving customer satisfaction, the effectiveness and efficiency of processes, the quality of resources. , then analyze the effectiveness of the decisions made, measure again, etc. in full accordance with the Deming cycle (see paragraph 2.4.6).

An example of the relationship between process performance indicators, customer satisfaction index and financial indicators within the framework of the quality management logic is shown in fig. 2.4. The Customer Satisfaction Index is an indicator of customer satisfaction adopted in most industrialized countries (see paragraph 5.2.1 for more details).

And how is the logic of quality management confirmed in the practice of modern enterprises? The relationship between financial performance and customer satisfaction has been studied repeatedly. An example of such a relationship is shown in Fig. 2.5. For 500 American enterprises, there is a clear correlation between the values ​​of the consumer satisfaction index and the indicators of the company's turnover dynamics. The relationship between the consumer satisfaction index and the dynamics of the company's market share was also revealed (Fig. 2.6). It has been established that for companies that initially set a course for a constant increase in customer satisfaction, an increase in the level of satisfaction is accompanied by an increase in the company's market share. This means that the company's investment in improving customer satisfaction is paying off. And if the company did not start to fight for customer satisfaction immediately, there is a “saturation plateau” effect. The client does not believe that the company is able to serve him too well, and waits. And only if the company continues to strive to improve customer satisfaction, the company's market share begins to increase. At saturation plateaus, investment in increased satisfaction does not pay off, but if not invested, the customer can easily be lost.

Rice. 2.4. The relationship between process performance indicators, consumer satisfaction index and financial indicators within the framework of the “quality management logic”

Rice. 2.5. The relationship between the consumer satisfaction index and the growth of company turnover (S&P data)

Rice. 2.6. The relationship between the consumer satisfaction index and the dynamics of the market share of companies (data from the business school at the University of Michigan)

And now let's try to separate the layers of quality management (see Fig. 2.3) in terms of those quality management standards that serve as models for correctly lining up the layers (Table 2.1).

The logic of quality is the basis of thinking modern manager. With this logic in mind, we realize that:

1) demand elasticity curves for satisfied and dissatisfied consumers are different:

A satisfied consumer does not reduce purchases with a slight increase in prices;

A dissatisfied consumer does not increase purchases with a slight decrease in prices;

2) a satisfied customer is more profitable. We can work with prices above the average market and at the same time achieve an increase in demand;

3) a 1% increase in the customer satisfaction index corresponds to a 0.5% increase in turnover (in 0.5–1.5 years, depending on the size and dynamics of the market);

4) a low initial consumer satisfaction index will hold back the company's efforts to conquer the market for a long time (up to 5 years);

5) retaining a customer costs an average of 5 times less than attracting a new one;

6) information from satisfied and dissatisfied consumers diverges across the market in different ways. The price of dissatisfaction is higher than the price of satisfaction:

A satisfied customer shares his satisfaction with an average of 6 people;

Table 2.1

Models of quality management standards

Notes:

* – operating system enterprises - a set of operational processes;

** COSO is an abbreviation for the Committee of Sponsoring Organizations of the Treadway Commission, a public organization that develops standards financial management in the USA, including the COSO ERM standard (Enterprise Risk Management - Integrated Framework, risk management in entrepreneurship - integrated General requirements), which is discussed below;

*** CCG - abbreviation "Corporate Governance Rating" - a standard rating that is assessed by both internationally recognized rating agencies (Standard & Poors, Moody's, etc.) and national ones (for example, in Russia - a rating agency under the magazine "Expert") . CGS acts as a method of external assessment of the quality of management in the financial sector, just as the consumer satisfaction index (ACSI and ECSI) evaluates the quality of products and the quality of operational process management;

**** MRP is an abbreviation for Material Resource Planning. material resources– standard for production planning and procurement processes;

***** MRP II - an abbreviation of Manufacturing Resource Planning - production resource planning - a standard for production planning and logistics processes that allows you to build them at a higher level than the MRP standard (work with "zero warehouse", deliveries "exactly on time”, etc.).

A dissatisfied consumer shares their dissatisfaction with an average of 12 people;

Most importantly, 90% of dissatisfied customers do not inform the company of their dissatisfaction in any way.

The logic of quality, which we discussed above, is a look at the organization from the inside, from the point of view of its owners, managers and employees. What does the organization look like from the outside?

In today's market, a well-managed organization must be able to prove to anyone that it is operating efficiently and with acceptable risks. This requirement is already familiar to us (recall Section 1.4.1).

And now let's try to decipher what is "effective" and what is "with acceptable risks". The first means that the organization can demonstrate that it provides:

high customer satisfaction,

high labor productivity,

Managed business processes,

High level corporate culture,

High level of staff motivation.

“Tolerable risks” means that the organization can demonstrate that it delivers:

High level of labor safety,

Reliability of suppliers

sustainable social relationships,

High level of information security.

Why does a modern organization need to prove this? Then, that this is required by the modern market.

Everyone wants to work (invest money, sign contracts) only with successful organizations. All customers, investors, partners want guarantees of minimal risks and guarantees of high efficiency (quality assurance) before signing contracts. Market participants understand that they will have to pay for inefficiency and increased risks out of their own pocket. Modern mechanism market regulation (conforming to the WTO requirements) is based on the use of quality management standards - sectoral national standards (for all), international standards (for the best in their field). Compliance with this rule is monitored by industry associations (keeping registers of "good", i.e. complying with the requirements of the standards, organizations, and "bad", that is, not complying with the requirements of the standards). And the main regulators are not even associations, but banks and insurance companies, as shown in Fig. 2.7. For banks and insurance companies, there is an alternative: either send their own auditors, or rely on the work of recognized bodies and certificates for compliance with quality management standards that they have issued. It is clear that for most clients they choose the second way, and only for exceptional cases - the first. Thus, organizations operating in the market are under pressure to implement quality management standards.

Rice. 2.7. Modern mechanism of market regulation in accordance with WTO requirements

Now the whole world is engaged in the regulation of markets. State introduces compulsory liability insurance of companies to the end consumer (OSAGO for companies) and technical regulations for especially dangerous products, including compliance with quality management standards, initiates the measurement of the consumer satisfaction index for mass sector companies. Insurance companies Banks require compliance with quality management standards, otherwise they raise the stakes. Clients require compliance with quality management standards, otherwise they reduce purchase prices or refuse to purchase at all. A similar mechanism will be built in Russia. Therefore, already now in our country, not all, but many customers (and the further, the more) require compliance with international standards for quality management, the main ones among which are the standards of the ISO 9000 family. And these standards go back to the program proposed by E. Deming in the middle of the 20th in. But in order to understand both E. Deming's program and how to put into practice its provisions and the requirements of quality management standards, it is necessary to understand the issues of managerial development of enterprises.

2.3. Company development levels

2.3.1. What is the level of development

Obviously, the quality of management, the level of development of company management mechanisms differ. How to measure the quality of management? What processes does the company have at different levels of development? The easiest way to illustrate this is with a series of diagrams, which are given in Table. 2.2.

Table 2.2

Processes of organizations at different levels of development

The level of development of the company consists of the following components:

The level of management development of companies;

Level of technological and technical development (level of development of infrastructure and production environment);

The level of personnel development of the company;

The level of innovative development of the company.

We have considered the level of innovative development. The levels of technological, technical and personnel development are the subject of a separate and in-depth discussion. And how to assess the level of managerial development of companies? We evaluate it by the level of development of the company's basic business processes:

Marketing;

Product development;

Production of products (products include products, raw materials, intellectual products - from a document to software, a service);

Logistics (sales, supply, storage, packaging, transportation of products);

Financial;

Quality assurance;

Administrative department;

Services of business processes of the enterprise;

personnel management;

Connections and communications;

Production environment management.

The level of management development of the enterprise (OL) is an integral expert assessment of the degree of use of management technologies, the quality of organization and management of basic business processes in an enterprise. The level of management development of the business process (BPL) is an integral expert assessment of the degree of use of management technologies, the quality of organization and management of this business process in an enterprise. The level of development of the enterprise and the levels of development of individual basic business processes are related by the ratio

OL= Σ BPL i W i,

where Wi, are weight coefficients.

The level of development can be determined by knowing what management technologies the organization uses. The ratio of the level of development of the business process and management technologies is reflected in Table. 2.3, and this issue is discussed in more detail in.

Table 2.3

Management technologies for basic business processes at different levels of management development

(-) not used;

(+) being introduced, starting to be applied;

⊕ applied, fully used

2.3.2. We increase the level of development

State of the art Russian companies

The author has been analyzing the level of development of Russian companies since the end of 1997, that is, for almost 11 years. The results of the analysis show that the use of outdated organizational and management technologies leads to the fact that in 2004, about 50% of enterprises, according to available statistics, did not have the possibility of development and needed to be reorganized. Now there are less than 30% of such enterprises (Fig. 2.8). More than 70% of the remaining enterprises differ greatly in their level of development.

Rice. 2.8. Distribution of Russian enterprises by level of development (as of the end of 2007)

In addition, the analysis shows that:

Most Russian enterprises lag behind, both in terms of technical and technological, and in terms of management, the corresponding level of advanced enterprises in the world market;

The lag in the management level is much stronger than in the technical and technological level (the average level for industrialized countries is about 3; the average for the EU countries (taking into account the acceding countries of Eastern Europe and the Baltic States) is about 2.5; the average level of Russian enterprises is about 1);

The discrepancy between the managerial level and the technical and technological one leads to inharmonious development of the enterprise, which significantly reduces the efficiency of its work;

The main efforts for most enterprises should be directed to the introduction of advanced management technologies based on appropriate software products;

Such an introduction should not increase the degree of inharmonious development of the enterprise, otherwise, instead of solving urgent problems, the enterprise will face numerous new problems.

The concept of implementing corporate systems

The proposed concept for the implementation of corporate systems in Russian enterprises includes the following main assumptions.

Not just systems should be implemented, but a set of management technologies, supported by appropriate tools (Fig. 2.9).

The composition of this complex depends on the existing level of development of the enterprise as a whole and on the level of management of the main business processes in the enterprise.

The complex should be such as to provide:

Promotion of the enterprise to the next level of development (for example, from level 1 to level 2);

stock for further development(plus one level to the project goal, i.e. plus two levels to the existing one).

To do this, even before the start of the implementation of the corporate system, there should be:

The main business processes have been identified, i.e., the operations of these processes have been defined, responsibilities, powers and resources have been distributed;

The main business processes have been tightened up, i.e. the main inconsistencies in the actual course of processes with the norms have been eliminated.

It is these requirements that are the basis of the ISO 9000 family of standards for the enterprise quality system. Therefore, the implementation of an enterprise quality management system (QMS) in accordance with ISO 9000 standards must precede implementation of other corporate systems, only then it will be successful (Fig. 2.10).

Rice. 2.9. A set of management technologies implemented at the enterprise

The most important task of implementation is to eliminate the inharmonious development of the enterprise.

The proposed methodology for the evolutionary solution of the problems of development of Russian enterprises has been implemented in several projects and has shown its effectiveness. In accordance with this methodology, the transformation of the enterprise is carried out in stages and includes several main steps.

Step 1. Determining the level of development of the enterprise

In order to more accurately determine the state of the enterprise, the survey measures how general level development of the enterprise, and its components - the level of organizational and managerial development.

Rice. 2.10. The role of the quality management system in different stages enterprise evolution

Based on the results of such a measurement, it is convenient to build a diagram that displays the profile of the development of an enterprise and identify underdeveloped and overdeveloped business processes (Fig. 2.11).

Based on such a level measurement, it is possible to accurately outline a plan for the implementation of control technologies. The priority tasks of such a plan will be the tasks of developing processes of an insufficient level, that is, the introduction of more advanced technologies for performing these processes (see paragraph 2.3.2).

Rice. 2.11. An example of an enterprise development profile

Step 2. Training of management and employees

It is advisable to develop the enterprise in each of the strategic directions identified at step 1 according to the following scheme (Fig. 2.12):

Recruitment and training of selected employees in new work technologies;

Introduction of new technologies in the workplace and multiplication (dissemination of technologies in the professional activities of all employees);

Carrying out organizational measures that adjust the management structure to new technologies;

Implementation of information technologies that support the implemented work technologies.

These steps can be performed in series or in series-parallel. The most important moments are the training of the top management of the enterprise, the maximum involvement of the employees of the enterprise in this process, the widespread promotion of the general goals of development and the specific tasks of the team.

Rice. 2.12. The main stages of enterprise development in each of the strategic areas

As follows from the general patterns of innovation processes at enterprises, when introducing a corporate system covering almost the entire enterprise, it is necessary to train at least 10% of the enterprise's staff.

Step 3. Identify consumers of management information

When creating a corporate system, it is necessary to ensure the functioning of the supply chains of management information and the correct relationship "supplier - consumer". This step defines:

The needs of the employees of the enterprise for management information obtained on the basis of the implemented management technologies, for example, the depth of management accounting in the organization;

Consumers of management information - from the top management of the enterprise to ordinary employees, the form of presentation of this information;

Management Information Providers.

Step 4. Create infrastructure

At this step, the tasks of both creating a project management system and carrying out those organizational changes that require the introduction of established management technologies are solved.

Step 5. Determine the objectives of the development of the organization from the positions of top management

The success of the transformation project largely depends on the active participation of the top officials of the enterprise. Therefore, it is essential that top management:

Formulated specific tasks for the development of the enterprise;

Selected from them one priority task.

The experience of many enterprises shows that there must be exactly one priority task, otherwise the team will be disoriented and the project may slow down.

The main tasks of the enterprise can be considered:

Growth of product competitiveness;

Ensuring long-term sustainable development of the enterprise;

Improving the efficiency of the enterprise;

Increasing the shareholder value of the enterprise.

All these tasks are related to improving the efficiency of the enterprise, but they use different criteria and therefore are contradictory. That is why it is necessary to choose one priority.

The solution to each of these problems is impossible:

without creating a quality management system, which meets the international standards ISO 9000 and confirms the status of the enterprise in the international market due to the presence of a certificate for the quality system;

centralized control organization as a whole, including accounting, planning, analysis, control;

process management organizations based on modern concepts ( MRP II/ERP- production resource planning / enterprise resource management) and methods ( MRP– planning of material requirements, CRP– production capacity planning, Constraint Planning- planning under constraints supply chain- supply chain management) planning of enterprise resources (materials, people, finance and equipment) to ensure the growth of enterprise profits;

reduction of terms and improvement of quality design and technological preparation of production;

efficiency of business management and the quality of managerial decisions made by reflecting transactions in real time and promptly obtaining reliable information, formalizing business processes at the enterprise and employee functions (specific actions);

increasing investment attractiveness enterprises through the use of generally accepted advanced business management methods, compliance of the management and reporting system with international standards ISO 9000, GAAP (International Accounting Standard), MRP II/ERP;

risk reduction due to the accuracy, quality and efficiency of decision-making, transparency of the top-down management system, differentiation of access to information in accordance with the authorities and official duties employees, ensuring the protection of information.

Step 6. Develop a quality strategy and other strategic components of enterprise development

The components of an enterprise development strategy can be represented in the form of a diagram (Fig. 2.13). The leading role of the strategy in the field of quality in relation to other components corresponds to modern world practice.

Step 7. Develop enterprise business process descriptions

At this step, the requirement of ISO 9000, according to which the enterprise must be considered as a network of processes, is actually fulfilled. In other words, the business model of the enterprise should be created as it is, with the distribution of responsibilities, powers and resources.

The most important thing here:

To make these models easy to read for all employees of the enterprise, since they need them to improve processes;

These models were created either by the employees of the enterprise, or with their maximum participation;

Models were not created by consultants and not for consultants, since this is the same sure way to failure of the project as failure to describe business processes.

Rice. 2.13. Structure strategic planning at the enterprise

Step 8. Process transformations and implementation of the corporate system

This is the largest step in the process. The management of the enterprise often has a negative attitude to the need for such transformations.

When carrying out transformations, a special role is played by the desire of both the top management and the staff of the enterprise as a whole to carry out such transformations. Therefore, it is necessary to pay significant attention to the involvement of employees of the enterprise in the implementation process.

2.3.3. Levels of development and management technologies

On the market consulting services you can often hear various suggestions from consultants: “Introduce this technology and you will be saved and beat your competitors!” And companies often believe and implement ... Only the promised effect usually does not exist. What's the matter here? Did the consultants cheat? No. With the introduction of such technology, many companies have really become easier to live. Poor quality work? Also no, consulting company honestly earned her bread. So why are many promising technologies so difficult to implement?

The answer can be given by the theory of levels of development: each of the technologies is designed for a certain level of development of the enterprise. If a technology is introduced at an enterprise whose level of development corresponds to that laid down in the technology, it “gets up like a native”. Managers and employees are actively involved in the implementation process, the work is carried out quickly and efficiently.

If a company is one step behind the level of technology, then its efficiency during implementation will fall by 50% from the expected one, because most of the technology will simply not be needed: the company has not yet matured to it. If the difference in the level of the company and the level of technology is two, the efficiency will be 25% of the expected, and if three, then in general 12.5%. Illustration - fig. 2.14.

Rice. 2.14. Changing the efficiency of technology implementation depending on the difference between the levels of technology and the enterprise (on the example of an ERP system)

So, we figured out the final efficiency. And what about the complexity of implementation and implementation costs? A similar picture is illustrated in Fig. 2.15. The costs of lagging behind the level per unit of the technology level increase by 2 times in relation to the implementation costs for a situation where the levels match. With a lag of two, they grow 4 times.

What are these costs? With the fact that during the implementation it will be necessary either to redesign the company's processes (including retraining people, to convince them), or to distort the technology, lowering the level of this technology, adapting it to the company's processes (unfortunately, it is not uncommon for staff to reject changes).

Therefore, the technologies being introduced should be, if not quite fit, then a little “for growth”, no more than 0.5.

Rice. 2.15. Changing the costs of technology implementation depending on the difference between the levels of technology and the enterprise (on the example of an ERP system)

2.4. Deming program

E. Deming in the early 50s. 20th century developed a program aimed at improving the quality of work, i.e. a quality management program.

Deming's program includes the following sections: three pragmatic axioms; "14 points"; seven "deadly diseases"; difficulties and false starts; "chain reaction" according to Deming; Deming cycle, or the principle of continuous improvement.

Despite the fact that Deming's program is over 50 years old, it has not lost its relevance. The ideas of the Deming program in the form of requirements form the basis of international standards for quality management - the standards of the ISO 9000, ISO 14000 families, etc. (see paragraph 1.4.1).

The main ideas of the program:

Opposition to the recipe approach in management: instead of ready recipes- general principles that the manager must independently comprehend and fill with content (create an organization of people's work corresponding to these principles);

“do not create an idol for yourself”: the usual and seemingly obvious management principles are checked and rechecked;

Emphasis on the human factor as opposed to impersonal management, which has lost behind the "forest" business functions and formal criteria of living people.

2.4.1. Three pragmatic axioms

The program is based on the so-called pragmatic axioms, i.e., provisions that generalize the results of the practical activities of managers and are accepted without proof.

1st pragmatic axiom

"Any activity can be considered as a technological process and therefore can be improved."

Today, this idea cannot be called new: process management is on everyone's lips. But let's think about what Deming's first axiom means?

Firstly, the fact that organizational experience that has been accumulated to manage production processes is applicable to any business processes:

A business process can (and often needs to) be correctly designed, like technological processes in production;

For a business process, it is possible to describe the general sequence of actions (route technology) and the content of actions (operational technology);

A business process can be broken down into activities;

Work on the implementation of a business process can be divided (by process participants);

A business process transforms any object of labor by adding its value. There are four types of labor objects: raw materials, products, services and intellectual product (document, methodology, software, etc.);

A business process consumes resources, including personnel, etc.

Secondly, the fact that both managers and employees should consider their production activities as a set of specific technological processes. For example, the head of a department can list the technological processes that take place in his department.

Thirdly, that both managers and employees understand what products their division receives from other divisions along the process chain and what products other divisions receive from this one.

2nd pragmatic axiom

“Production should be considered as a system in a stable or unstable state. Therefore, solving specific problems is not enough, all the same, you will only get what the system will give; fundamental changes are needed.”

Systems approach now, too, is not news. Everyone knows that an enterprise is a system. What matters is how management uses this knowledge. According to Deming, this knowledge should be used like this:

Since the organization of the work of an enterprise is not just a set of certain types activity, but forms a network of processes, let's first describe this network of processes (for example, draw it) so that top management, middle managers, and ordinary performers can imagine how their work flows into the overall result.

In the network of enterprise processes, internal supply chains are formed, each link of which acts as a consumer of the previous links and as a supplier of the next ones. The evaluation of the quality of the link should be given by the internal consumer.

Management processes also enter such supply chains, producing management services for internal customers.

Products (good and defective) are produced not so much by a specific production (or non-production) worker, but by the system as a whole, therefore, it is necessary to improve the system as a whole.

The system can be either in a stable or unstable state. In a stable state, it cannot evolve, therefore, in order to start changes, it needs to be “rocked”.

3rd pragmatic axiom

"The top management of the enterprise must in all cases take responsibility for the quality of the products."

The axiom is also not quite simple, despite its obviousness. The following is important here:

The product is produced not by the employee, but by the system, and therefore the one who is responsible for the system as a whole, the top management of the enterprise, is responsible for the quality of labor at each workplace.

To improve the system, it is necessary to exert a powerful and directed influence on it for a long time. Such an impact is possible only if the top management of the enterprise puts all their will and energy into it.

Responsibilities assumed by top management must be shared.

As we have already said, an enterprise is a network of processes, so each process must get its own "owner", not only responsible for its process, but also having the necessary powers and resources at its disposal.

2.4.2. fourteen points

The most important part of the program was outlined by Deming as theses intended for the top management of enterprises, which the managers had to independently comprehend and fill with content, that is, create forms of labor organization that correspond to these theses-principles set forth in the 14 points (the 14 points). , which may vary from company to company. The text of these theses already by the mid-50s. became canonical. Deming could no longer change a phrase, he could only comment on them. We will also try to comment on them, based on more than half a century of history of their verification by practice (by enterprises that tried to comply with these principles in their activities, and by enterprises that deviated from these principles).

1. Constancy of purpose

“Be consistently firm and consistent in continuous improvement. Make it so that the desire for product (product or service) improvement becomes constant. Your ultimate goal is to become competitive, stay in business and provide jobs.”

Deming proposed continuous improvement of product and process quality as a key strategic goal for managers (for a period of 5-8 years and beyond). Why? Why not financial goals?

First, a reliable forecast of financial results for such a long-term period is practically unrealistic: there are too many unknowns.

Secondly, how good are the financial goals for all employees, the entire team? After all, the contribution of most employees is extremely difficult to measure in financial terms. This, by the way, served as the basis for the methodology of the balanced scorecard proposed by Kaplan and Norton in the 80s.

Thirdly, let us recall the logic of quality management. A satisfied customer is more profitable, and when quality goals are achieved (if, of course, they are set correctly), quite acceptable financial results are obtained.

Life has confirmed this position. Companies that put quality goals at the forefront ensured sustainable long-term development.

2. New thinking

“Apply a new philosophy of quality: we can no longer live with the usual levels of delays, errors, defects and scrap in work. We live in a new economic era. Managers must rise to the challenge, must realize their responsibility and take the lead in order to bring about change, to achieve the stability of the enterprise.”

It is clear that it will not be possible to implement the 1st thesis of the Deming program without changing the style of thinking of managers and employees. The desire to improve products, processes, work organization, at least a little, but every day, must exist in the entire team literally on a subconscious level.

How to achieve this? Only with the help of constant propaganda, trainings, advanced training (this is not a good, old word - "propaganda" ... Well, let's replace it with "internal PR focused on quality problems" ...).

3. Changing attitudes towards control

Eliminate the need for mass (rejection) inspection as a way to achieve an acceptable level of quality. To achieve quality, there is no need for continuous control and there is no dependence of quality on it. Achieve excellence by building quality into products and processes, making quality an integral part of them. Demand statistical confirmation of "built-in" quality, work with reliable suppliers.

In fact, new thinking about quality begins with this principle. Unfortunately, in the minds of many Russian leaders, the words "quality" and "control" coexist in much the same way as the words "sausages" and "mustard" - you somehow don't want to use one without the other. And this applies not only to the production process, but also to business processes.

Many have come across a situation where the manager says something like this: “We need to improve the quality of management documents. Therefore, they will now be sent for mandatory approval, and without visas, approvals will not be accepted by me.

What is an agreement? That's right, a control operation (at least, a control operation too). Is the quality of documents improving? Usually not, but the time of their creation increases dramatically - mainly due to the reconciliation of changes in the document.

Well, how is it right? We need to build quality into the process. Well, for example, all participants create a document as part of group work and put a collective document developer visa right at the same group meeting. We can assure you: the time for creating a document will be significantly reduced compared to the usual process.

4. Change of strategy

“Don't build a strategy based on low selling and purchasing prices. Eliminate the practice of procurement based on low prices. Such “savings” will result in extra costs in your production during checks and modifications of components and raw materials. Even worse, if the defects of cheap things appear in the consumer. Be sure that if he suffers, he will make you suffer too. Instead, cut total costs.”

“Well,” the reader will say, “but what about the typical strategy of price competition (for example, when entering a new market)? It has proven its effectiveness time and time again." And he will be absolutely right. As a strategy for a relatively short period (1.5–3 years), the dumping price strategy may well work.

Deming is talking about something else here - about a long-term strategy (5-8 years), about what the consumer will expect from the company to constantly improve quality. Only then will he be satisfied (remember the logic of quality) and may refuse to buy a cheap but relatively low-quality product after a while (for more details, see Chapter 4). He says that cheap contract prices do not mean that we will save money, we can just spend quite a lot.

Keywords in Deming's approach - "total costs". The total costs for the purchase of industrial products are:

From the contract price;

Expenses for input control and testing of purchased products (before use and / or installation);

The cost of correcting defects, including the cost of claims, including lost profits during the replacement of defective products;

Risks, including legal ones, related to personnel.

The minimum total cost is often achieved not at the minimum contract price, but at the minimum cost of correcting defects and minimum risks. And this obvious, but outwardly improbable fact, companies in industrialized countries have realized for a long time - in the early 70s. last century. And now in industrialized countries this is no longer a fact, but part of the corporate culture, that is, a banality that is always performed by everyone and always, which is not even customary to talk about.

Therefore, a modern company, before concluding a contract, always evaluates the ratio of the contract price and the estimated total costs and, based on this ratio, divides suppliers into groups A, B, C or, more colorfully, "gold", "silver" and "bronze". The assessment is carried out by auditing a potential supplier by the consumer. Auditors evaluate potential suppliers on a 90-point (sometimes 100-point) scale. At 70 points (on a 90-point scale), you will have to undergo a re-audit in a few months. If the indicator is less than 50 points, the applicant will not be considered as a potential supplier for 4-5 years. At the same time, auditors evaluate not the quality of the final product (parts, products, raw materials), but the quality of production and management processes. In other words, all enterprise systems must be designed to eliminate the possibility of defective products.

"Gold" suppliers(suppliers of group D). For them, the contract price and total costs are almost the same, i.e. they deliver products on time, of impeccable quality, meeting safety requirements, etc., with almost zero risks. Of course, their products are more expensive, but the buyer is cheaper. Therefore, they are friends with them, they are awarded diplomas, etc.

Group Suppliers BUT gain during the audit at least 85 points on a 90-point scale or at least 92 points on a 100-point scale.

"Silver" suppliers(suppliers of the group AT). The total costs may exceed the contract price by no more than 20%. Their products must be cheaper than those of the group's suppliers BUT, by about 20%, otherwise they are not profitable.

Group Suppliers AT score 75 to 85 on a 90-point scale or 80 to 92 on a 100-point scale.

« bronze» suppliers(suppliers of group C). The total costs may exceed the contract price by 20-40%. Their products must be cheaper than those of group I suppliers by about 40%, otherwise they are not profitable.

Group C suppliers score between 58 and 75 on a 90-point scale and between 60 and 80 on a 100-point scale.

With group providers D, E, F and G companies in industrialized countries do not work: it is more expensive for themselves. Cumulative costs can negate the price discount compared to group suppliers BUT. The strategic line for a modern company is to work with the group's suppliers BUT. They become business partners, they are transparent, understandable and predictable for the consumer company. They try not only to meet the requirements, but also to exceed expectations.

If the economy is dominated by suppliers of groups A, B, C, The company is able to solve several problems at once:

Switch to a just-in-time supply chain, minimizing inventory and backlogs, thereby reducing the required working capital and increasing the speed of its turnover. It is clear that with just-in-time deliveries, defects in deliveries are unacceptable (it will lead to a halt in production: there are no safety stocks!), And the risks should be minimal, so the only possible suppliers are the suppliers of the group BUT;

Minimize defects in the production process due to the minimum level of defectiveness of purchased products and the high stability of their quality indicators from batch to batch. In the global automotive industry, the standard level of defectiveness of components specified in contracts does not exceed 250 defects per 1 million units of supplied products (250 ppm). For Toyota, this figure is lower - no more than 60 ppm, and for the most critical components it is even lower - about 10 ppm. With such a level of defectiveness of components for a car, in which there are many thousands of components, it is possible to ensure a defectiveness level of the order of 25–35 defects per 1 thousand cars (the defectiveness level of some Toyota and Honda models, according to the American Motorist Union);

Reduce the cost of input control and operational control. All the same, the level of defects (less than 250 ppm) is greater than the errors during the control (the so-called errors of the 1st and 2nd kind - incorrect acceptance of the lot and incorrect rejection of the lot). It doesn't make sense because it doesn't catch that level of marriage;

To solve the problem of outsourcing - to "dump" processes where the ratio of added value to added value is small, by subcontracting these processes. It is clear that a supplier of group C and below as an outsourcer is an unfortunate option. The low quality of its services and high risks can stop the production process and negate the economic effect of outsourcing.

Of course, working with "gold" and "silver" suppliers is only a necessary but not sufficient condition for solving the above problems. To move to just-in-time and zero warehouses, you will have to redesign the production planning system, technology, personnel thinking system, and much more. But the effect can exceed expectations - to bring the company to the level of labor productivity (measured by annual turnover divided by the number of employees) of more than 300 thousand dollars per person per year.

5. Continuous improvement

“Constantly improve your planning, production and service processes. Eliminate the causes of quality variability, make unstable processes stable. Reveal the problems of your production. If you don't find problems, problems will find you. (Principle of Continuous Improvement Process, CIP - Continuous Improvement Process).»

This is the third most important component of the new managerial thinking, along with the principle of constancy of goals, changing attitudes towards control, and the principle of changing strategy. In Japan, the principle of continuous improvement has been embodied in the kaizen methodology.

6. Constant training

“Trainings should be as much a part of the overall process as production itself. Create an on-the-job training system. Use modern methods trainings and repeated trainings directly at the workplace and during the performance of production tasks.

Deming said: “Why do most workers release waste? “Because no one has ever explained to them how to work well and correctly.”

So let's explain! The words “mentor”, “circle for rationalization and invention”, etc. pop up in my memory. Is it not for nothing that they forgot?

In Japan, on the basis of Deming's ideas, many companies created a special organizational tool - quality circles. In European and American companies, working groups are widely used for approximately the same purposes.

Circle of Quality is a small group of employees who voluntarily meet on a regular basis to address performance issues. In fact, the quality circle is a working group that brings together employees both within one and different departments to solve common problems. The main objectives of the quality circles can be considered:

Assistance in the improvement and development of the enterprise;

Creating a creative and friendly atmosphere in the departments;

All-round development abilities of employees and, as a result, an orientation towards the use of these abilities in the interests of the company.

It is important to adhere to the basic principles of organizing quality circles:

voluntariness: on the one hand, anyone can be a member of such a circle, on the other hand, the principle excludes any form of coercion from above. Leadership should be concerned with motivating participation, not forcing participation;

self-development: since a necessary condition for the development of a personality is training and self-study, and most of the employees of the enterprise have lost their taste for learning, the circle creates a motivating psychological atmosphere for classes;

mutual development: allows you to expand the horizons of employees, organize the exchange of experience, unite participants in a single team;

collective participation: means that if a quality circle is organized in the unit, then all employees of the unit must eventually take part in it; this does not contradict the principle of voluntariness, since it involves the gradual involvement of the employee in the activities of the circle: first, just membership, then participation in the classes of the circle, and only then participation in the activities of the circle for solving practical problems;

continuity of operation: the quality circle, according to K. Ishikawa, should function as long as the company exists. In this quality circles differ from working groups, which are usually created on a temporary basis;

group work aims the members of the circle at collective work, at making decisions only by consensus, that is, by agreeing on the opinions of all participants, at a free discussion of problems;

continuous use of quality tools. To solve all problems, standard solution methods are used - the so-called quality tools (see Chapter 10);

relationship with the workplace determines the focus of the work of the circle on solving precisely those problems that arise in the workplace;

strengthening the spirit of innovation and creativity;

awareness of the importance of continuous quality improvement.

Working group unlike quality circles, it is created to solve a specific problem in the field of quality and then disbanded and unites employees of several departments interested in solving the problem. Otherwise, the principles of organization of quality circles are applicable to the working group, in particular the principle of group work in developing solutions. The organization of the activities of working groups is an intensively developing area of ​​management; it makes extensive use of modern psychology, theories of search for solutions, modern information technologies.

End of introductory segment.

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The following excerpt from the book Innovation project. Quality and efficiency management (M. G. Kruglov, 2011) provided by our book partner -