In a broad sense, quality control is the sum of all measures to ensure a stable level of product quality. In a narrow sense, this term means comparing the actual value of the product with the given one, in which it is established to what extent the products satisfy the requirements established for them.

Quality Control- any planned and systematic activity carried out at a manufacturing enterprise (in a production system), which is implemented to ensure guaranteed confirmation that the goods, services, processes performed meet the established customer requirements (standards).

In accordance with the ISO 9000:2000 standard, which defines all such norms, quality is a set of specific characteristics and properties of a product or service to satisfy specified needs. This definition turns quality into a value-neutral list of product characteristics (see Figure 1). It is important that the characteristics chosen are measurable and controllable. These may include physical quantities (weight, temperature, density) as well as characteristics that are relevant to the trade (price, number of pieces per lot, package size) or to customers (for example, positive consideration of wishes). Characteristics can be very different, two main subgroups are qualitative (for example, design) and quantitative (stroke height), each of which can be determined either exactly (for example, the press piston stroke is exactly 150 mm), or have a certain interval (press piston stroke set in the range from 20 to 100 mm). In addition, there may be tolerances (150 mm plus minus 0.1 mm).

Scheme 1. An example of the concept of quality for a connecting hose.

	Quality parameter	Requirements	quality standard
			max.507 mm - min. 497 mm
	Diameter	Internal diameter di= 9 mm, External diameter d a = 16 mm	Max. 507 mm - min. 497 mm Max. 8.4mm - min. 7.4mm
	External surface color	Allow different color	Set value
	bending radius	Smallest bending radius 65 mm	Not less than 65 mm
	Operating pressure

Quality control includes both design (construction) control and manufacturing verification, which may differ in the volume of control measures carried out for complete control and the sample size for selective control. Sampling control (statistical) gives indications about the state of the production process, either using statistical methods (production control), or using the obtained data on the proportion of defective products in the volume of the production lot.

Types of quality control

Thus, there are selective, continuous and statistical types. Solid All products are inspected; in production, they keep records of all defects that occur during the manufacturing process of the product.

Selective- control of a part of the product, the results of the verification of which apply to the entire batch. This type is precautionary, hence it is carried out throughout the production process in order to prevent the occurrence of defects.

Input control— checking the quality of raw materials and auxiliary materials entering production. Constant analysis of the supplied raw materials and materials allows you to influence the production of supplier enterprises, achieving quality improvement.

Interoperational control covers the entire technological process. This type is sometimes called technological, or current. The purpose of interoperational control is to check compliance with technological regimes, rules for storage and packaging of products between operations.

Output (acceptance) control- quality control of finished products. The purpose of the final control is to establish the conformity of the quality of finished products with the requirements of standards or specifications, to identify possible defects. If all conditions are met, then the delivery of products is allowed. QCD also checks the quality of packaging and the correct labeling of finished products.

7 tools

The following quality control tools are available ( ):

• Summary map of defects;
• Bar chart;
• Quality regulation map;
• Brainstorm;
• Correlation chart;
• Pareto chart.

Closely related to technically oriented quality control is an economically oriented approach. Technical parameters should never be considered separately from economic ones. Technical innovation occurs precisely where economists see a good opportunity to cut costs or great potential for increasing profits. An evaluation of the potential for improvement is only carried out when a clear economic analysis is available along with the technical data. The international standard ISO 9000:2000 defines quality costs as "the costs that arise to ensure the desired quality and convince the consumer that the product will satisfy his needs, as well as the losses in case of its insufficient level." Diagram 2 gives an idea of ​​how they are subdivided:

Scheme 2. Structure and classification of quality costs

The cost of a defect is determined by whether it was discovered in production or complaints were received from consumers. Typical internal costs of marriage are:

• waste, defective products;
• processing marriage;
• unplanned sorting;
• study of the problem;
• repeated checks;
• additional time costs due to the need for unforeseen control.

Typical external costs of marriage are:

• replacement costs for defective goods
• service and repair of defective goods
• costs arising from the fact of granting a guarantee
• product warranty cost.

In most cases, it makes sense to subdivide scrap costs into scrap detection costs, scrap repair costs, and costs that result from scrap.

Conformity costs include the costs necessary to achieve compliance between the planned and available quality, certification costs - all costs that are associated with the documentation of activities. This includes the cost of certification of quality management systems or the cost of software that facilitates the distribution of documents in the enterprise. Control costs are usually understood as the costs of carrying out control measures before the start, during production and control of finished products, as well as the costs of all other quality control tools. This can also include external costs for providing guarantees, obtaining permits, etc. The cost of spoilage prevention is planning, performance research, supplier evaluation, auditing, and staff training. This can also be attributed to the cost of maintenance of production.

Practical examples of the use of quality control can be found in Almanac "Production Management"

Product quality management

The universal scheme of product quality management proposed by prof. A.V. Glichev, is shown in fig. 1.6(1).

The scheme consists of six blocks. Factors affecting quality (rectangle in the central part of the diagram) include:

- Machine tools, machines, other production equipment;

– professional skills, knowledge, skills, psychophysical health of workers.

The terms of quality assurance that surround the rectangle of factors are more numerous. These include:

- the nature of the production process, its intensity, rhythm, duration;

– climatic state of the environment and industrial premises;

– interior and production design;

- the nature of material and moral incentives;

- moral and psychological climate in the production team;

- forms of organization of information services and the level of equipment of workplaces;

- the state of the social and material environment of workers.

The essence of any control lies in the development of control decisions and the subsequent implementation of the control actions provided for by these decisions on a specific control object. When managing product quality, the direct objects of management, as a rule, are the processes on which product quality depends. They are organized and proceed both at the pre-production stage, and at the production and post-production stages of the product life cycle.

Control decisions are developed on the basis of a comparison of information about the actual state of the controlled process with its characteristics specified by the control program. Normative documentation regulating the values ​​of parameters or indicators of product quality (technical specifications for product development, standards, specifications, drawings, terms of delivery) should be considered as an important part of the product quality management program.

The main task of each enterprise (organization) is the quality of products and services provided. The successful operation of an enterprise must be ensured by the production of products or services that:

– meet a clearly defined need, scope or purpose;

- meet the requirements of the consumer;

– comply with applicable standards and specifications;

– meet the current legislation and other requirements of society;

– offered to the consumer at competitive prices;

- aimed at making a profit.

Product quality management should be carried out systematically, i.e. the enterprise must operate product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures, processes and resources necessary for quality management.

In recent years, widespread ISO 9000 series standards, which reflect international experience in product quality management at the enterprise. In accordance with these documents, a quality policy is distinguished - the quality system itself, including the provision, improvement and management of product quality (Fig. 1.6).

The quality policy can be formulated as an enterprise principle or a long-term goal and include:

– improvement of the economic situation of the enterprise;

– expansion or conquest of new sales markets;

– achievement of a technical level of production exceeding the level of leading enterprises and firms;

- Orientation to meet the requirements of the consumer of certain industries or regions;

- development of products, the functionality of which is implemented on new principles;

– improvement of the most important indicators of product quality;

- reducing the level of defectiveness of manufactured products;

– Extended warranty periods for products;

- Service development.

A lot of attention is paid to product quality management in all countries. In recent years, a new approach has emerged new strategy in quality management. It is characterized by a number of points:

- quality assurance is understood not as a technical function implemented by any one unit, but as a systematic process that permeates the entire organizational structure of the company;

- the new concept of quality must meet the appropriate organizational structure of the enterprise;

– quality issues are relevant not only within the production cycle, but also in the process of development, design, marketing and after-sales service;

- quality should be focused on meeting the requirements of the consumer, and not the manufacturer;

- improving product quality requires the use of new production technology, from design automation to automated measurement in the quality control process;

- a comprehensive improvement in quality is achieved only by the interested participation of all employees.

All this is feasible only when a well-organized quality management system is in place, aimed at the interests of consumers, affecting all departments and acceptable to all personnel.

Total Quality Control requires three essential conditions.

1. Quality as the main strategic goal of activity is recognized by the top management of firms. At the same time, specific tasks are set and funds are allocated for their solution. Since quality requirements are determined by the consumer, there can be no such thing as a constant level of quality. Quality improvement should be incremental, as quality is an ever-changing goal.

2. Quality improvement activities should affect all departments without exception. Experience shows that 80-90% of activities are not controlled by quality and reliability departments. Particular attention is paid to improving quality at stages such as R&D, which is due to a sharp reduction in the time needed to create new products.

3. An ongoing learning process (focused on a specific workplace) and increasing staff motivation.

In a highly competitive environment, firms will be able to successfully develop only by introducing systemic product quality management. The growing demand for product quality improvement is currently one of the characteristic features of the world market.

New product development systems should contain three main provisions:

– quality is considered on a par with all technical innovations from the very beginning of product development;

- planning of research and development work is organized in such a way as not to limit the design of product options with the best characteristics;

– acceleration of product development should be the main criterion for the effectiveness of the development system.

Product quality management- this is the establishment, provision and maintenance of the required level of product quality during its development, production and operation or consumption. It is carried out by systematic quality control and targeted impact on the conditions and factors influencing it.

Product quality management begins with product design and is carried out at all levels of management: state, industry, production association, enterprise and production line.

Consider the issues of product quality management at the level of the production line of the enterprise, which includes the following main functions:

1. Input control of raw materials, materials, semi-finished products.

2. Input control of component parts, products.

3. Input control of technological equipment and tools.

4. Adjustment and adjustment of equipment for technological operations in accordance with the established technical requirements for tolerances, instructions.

5. Statistical control and regulation of the technical process.

6. Operational control.

7. Acceptance control.

8. Metrological support of the technical process.

9. Systematic analysis of marriage (by types of defects, causes, etc.) in order to eliminate the causes of recurring defects.

Control fixtures as effective means of quality control - these are stationary devices that combine basing, clamping and measuring elements and are designed for productive control of semi-finished products, blanks, parts and products in one or more parameters at the same time (Fig. 1.7).

As a rule, control devices not only determine the main parameters, but also show the magnitude and direction of the deviation of each determined parameter separately, which allows them to be effectively used in product quality management directly on the production line.

The requirements for controls are:

- observance of the unity of the measurement base with the installation or technological base (depends on the purpose of control and management);

– ensuring the necessary measurement accuracy and stability of readings over time for controlled objects;

– high performance, quick installation, measurement, clarity and ease of taking readings, ease of use;

– wear resistance, durability, reliability and non-failure operation;

- maximum use of unified and standard parts in the fixture design.

Rice. 1.7. Purpose of control devices

There are machine, adjustment and acceptance control devices.

Machine tools- carry out active control of product quality management in the course of the technological operation.

Adjustment- are designed for selective verification of several parameters of blanks, semi-finished products, parts and the correct adjustment of equipment according to the readings of measuring devices.

Acceptance- are designed for continuous checking or sorting of finished parts and products and have a very high productivity.

Such devices, using measuring devices, record the fact of compliance with tolerances or deviations from them.

Ministry of Education and Science of the Russian Federation

Federal Agency for Education

Glazov Institute of Engineering and Economics (branch)

State educational institution

Higher professional education

"Izhevsk State Technical University"

Test

in the academic discipline "Quality Management"

on the topic: "Product quality management at the enterprise"

Completed by a student

III course, gr.K-6214U T.V. Ogurechnikova

Checked by T.A. Berkutov

Glazov, 2010

Introduction 3

1 . Theoretical aspects of product quality management 5

1.1. The concept of product quality 5

1.2. Composition of an integrated quality management system 8

1.3. The objective need to improve product quality 21

2 . Analysis of the state and ways to improve the quality of the produced

products of OAO NefAZ 26

2.1. Analysis of the current product quality management system 26

2.2. Product quality cost analysis 33

2.3. Characteristics of the main areas of improvement

product quality management 38

Conclusion 42

List of sources used 44

Applications 45

Introduction

One of the most important factors in the growth of production efficiency is the improvement in the quality of products or services provided. Improving the quality of manufactured products is currently regarded as a decisive condition for its competitiveness in the domestic and foreign markets. The competitiveness of products largely determines the prestige of the country and is a decisive factor in increasing its national wealth.

Product quality is one of the most important criteria for the functioning of an enterprise in a relatively saturated market and prevailing non-price competition. Raising the technical level and quality of products determines the pace of scientific and technological progress and the growth of production efficiency in general, has a significant impact on the intensification of the economy, the competitiveness of domestic goods and the standard of living of the country's population.

The growth of the technical level and quality of products is currently the most characteristic feature of the work of enterprises in industrialized countries. In conditions of prevailing non-price competition and a saturated market, it is the high quality of products that is the main success factor.

The quality of manufactured products can rightfully be attributed to the most important criteria for the activity of any enterprise. It is the improvement of product quality that determines the degree of survival of the company in market conditions, the pace of scientific and technological progress, the growth of production efficiency, the savings of all types of resources used in the enterprise.

An increase in the production of high-quality products by Russian enterprises should ultimately lead to the intensification of the economy, an increase in the living standards of the population, and an increase in the competitiveness of Russian goods in the domestic and world markets. Modern enterprises need to learn how to more effectively use economic, organizational and legal levers of influence on the process of forming, ensuring and maintaining the required level of quality at all stages of the product life cycle.

The International Organization for Standardization (ISO) interprets quality as a set of properties and characteristics of a product or service that gives it the ability to satisfy stipulated or implied needs (ISO standard 8402 - 94). The concept of quality is closely related to such concepts as the technical level of products, the competitiveness of goods, quality indicators, and the quality loop. Saturation of the market with high-tech products and high-quality consumer goods is the main sign of a full-blooded, prosperous economy.

Today, various quality management systems are used in the world. But for successful activity at present, they must provide an opportunity to implement the eight key principles of systemic quality management, mastered by leading international companies.

It must be understood that the modern concept of quality management is the concept of managing any purposeful type of activity, which, as experience shows, allows achieving success not only in the field of production, but also in state and municipal administration, in the armed forces and other areas.

The object of research work is JSC "NefAZ".

The aim of the work is to evaluate the quality management system of products at the enterprise and develop recommendations for its improvement.

In accordance with the goal, the following research tasks can be distinguished:

Consideration of the theoretical foundations of product quality management at the enterprise;

Acquaintance with the economic and organizational characteristics of the enterprise, its structure,

Conducting an analysis of product quality management in the organization under study;

Development of the main directions for improving the quality of products at a manufacturing enterprise.

1. Theoretical aspects of product quality management

1.1. The concept of product quality

The problem of quality constantly attracts the attention of not only specialists in technical specialties, but also scientists, economists, sociologists, the general public, and statesmen. We note several objective reasons that required special attention to the quality of products of enterprises and, as a result, efforts to resolve this problem.

First of all, high rates of development of technology have led to the emergence of fundamentally new types of products, a sharp complication of their design, the creation and widespread development of new technical systems. New methods and ways of using source materials are emerging. The need of enterprises for high quality machine-building products is constantly growing. A fundamentally new situation has arisen in Russia in connection with the rejection of command and control methods of management in general and quality in particular. In the new realities, the struggle for the consumer, both within the country and abroad, comes to the fore. Integration into the world economy requires the production of competitive engineering products. Completely new problems have arisen, such as the problem of competition in the field of quality, the problem of finding economically possible limits for raising the quality level of engineering products.

All these problems require the search for new ways to resolve them, however, first of all, the quality itself should be critically analyzed, because discussions on this issue have not stopped so far.
It should be noted that at present there are many approaches to the definition of quality and its interpretations. Consider the main definitions of quality by authors (Table 1).

Table 1

Interpretation of the definition of "Quality"

	Definition
J. Harrington	Quality is a funny thing. Everyone talks about it, everyone lives with it, and everyone thinks they know what it is.
A.V. Glichev	Quality is a complex system of numerous interrelated properties” and therefore separates the concepts of “quality” and “high quality.
V.M. Anisimov	From an economic point of view, product quality should be understood as the degree, measure of satisfaction of the need for a given type of product in some fixed consumption conditions, determined by the impact of a combination of characteristics created in the process of manufacturing products in accordance with the requirements of standards.
E.A. Gorbashko	Under the quality of products understands "the totality and level of consumer properties of the benefits of nature, labor and products of labor, characterizing their social utility.
M.G. Mironov	Quality is understood as “the totality of properties related to use value of any product of labor.
S.D. Ilyenkov	Quality consists of the technical level of the product and the usefulness of the product for the consumer through functional, social, aesthetic, ergonomic, environmental properties.
V.A. Lapidus	Quality is created in production, but it manifests itself in consumption. Products receive public recognition only in the process of consumption, and, consequently, the level of its quality is assessed in the last bill by the consumer.
V.V. Efimov	The essence of product quality lies in the ability of its main properties to satisfy certain needs of society and serve as an incentive for the development of productive forces.
	Quality is the main factor of entrepreneurial activity.
L.I. Shokina	Quality is a set of product properties that determine its suitability for the consumer. High quality directly reduces costs by increasing the share of products that can be sold, reduces the number of returns by customers due to existing defects, and also by reducing the volume of guaranteed repairs. As a result, the company receives a large income.

The conducted studies allow us to note that the concepts of quality
a lot of. From an infinitely large variety of representations of the concept of quality, it is necessary to choose one single definition for solving our problems. The definition of quality adopted in the international standard ISO is closest to it. It is also worth noting that engineering products are always purchased by the customer to achieve their economic or social goals. Those. through the use of engineering products, the customer achieves the planned results (increased profits, reduced costs, etc.). In this regard, we propose the following definition of the quality of engineering products. The quality of engineering products is the degree to which the totality of the inherent characteristics of the product meets the requirements of the industry and allows it to achieve the planned socio-economic objectives.

Along with the definition of "quality" consider "quality management". “Product quality management is the preparation and inclusion in the quality plan, regulatory, technical documentation of the values ​​of the quality indicators of newly developed or modernized products or the change in the quality indicators of manufactured products, as well as the performance of the necessary work to achieve and maintain these indicator values.” In accordance with the above definitions, a diagram of the quality management process was drawn up (Fig. 1).

Today, in quality management, a certified quality management system is important, which is a guarantee of high stability and sustainability of product quality. The certificate for the quality system allows the company to maintain competitive advantages in the market.

1.2. Composition of an integrated quality management system

Quality management systems can help organizations improve customer satisfaction.

Consumers need products that meet their needs and expectations. These needs and expectations are usually reflected in product specifications and are generally considered customer requirements. Requirements may be specified by the customer in a contract or defined by the organization itself. In any case, the acceptability of the product is ultimately determined by the consumer. As customer needs and expectations change, organizations are also under pressure from competition and technological advances to continually improve their products and processes.

A systematic approach to quality management encourages organizations to analyze customer requirements, identify processes that contribute to obtaining products acceptable to customers, and keep these processes in a controlled state. The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully meet the requirements.

The ISO 9000 family of standards listed below has been developed to help organizations of all types and sizes implement and maintain effective quality management systems:

1. GOST R ISO 9000–2001 “Quality management systems. Fundamentals and vocabulary” - describes the main provisions of quality management systems and establishes the terminology for quality management systems;

2. GOST R ISO 9001-2001 defines the requirements for quality management systems for those cases where an organization needs to demonstrate its ability to provide products that meet customer requirements and mandatory requirements established for it, and is aimed at improving customer satisfaction;

3. GOST R ISO 9004-2001 contains recommendations that consider both the effectiveness and efficiency of the quality management system. The purpose of this standard is to improve – the performance of the organization and the satisfaction of customers and other interested parties;

An organization and its suppliers are interdependent, and a relationship of mutual benefit enhances the ability of both parties to create value.

According to GOST ISO R 9004–2000 “Quality management systems. Recommendations for Performance Improvement”, the application of quality management principles not only provides direct benefits, but also makes an important contribution to the management of costs and risks. Benefit, cost and risk management considerations are important to the organization, its customers and other interested parties. These considerations regarding the overall effectiveness of an organization can influence:

- customer loyalty;

– repeated business contacts and appeals;

– performance outcomes such as revenue and market share;

– flexible and quick response to market opportunities;

– costs and number of cycles through effective and efficient use of resources;

- building a chain of processes, with the help of which the desired results are achieved in the best way;

– obtaining competitive advantages by improving the capabilities of the organization;

- understanding and motivation of employees in relation to the goals and objectives of the organization, as well as participation in continuous improvement;

– confidence of stakeholders in the effectiveness and efficiency of the organization, confirmed by financial and social benefits as a result of the organization's activities, as well as reputation;

– the ability to create value for both the organization and its suppliers through the optimization of costs and resources, as well as through the flexibility and speed of joint response to market changes.

Figure 2 shows the process-based quality management system described in the ISO 9000 family of standards. It shows that stakeholders play a significant role in providing input to the organization. Monitoring stakeholder satisfaction requires evaluating information relating to how stakeholders perceive the extent to which their needs and expectations have been met.

Rice. 2. Model of a quality management system based on a process approach

Within the framework of a quality management system based on a process approach, the main goal can be called the maximum possible satisfaction of the requirements of interested parties. Stakeholders according to ISO 9000:2000 standards are consumers, owners, employees, suppliers, other partners and society as a whole. Thus, the system should include indicators that reflect the fulfillment of the requirements of all interested parties. They are presented in table 2.

table 2

Requirements for the construction of indicators of the quality management system

Interested party	Primary requirements
Consumers	Quality of products / services. Product price Supply discipline
Service	Owners. Profit growth. Return on investment. Increase in market share Business retention
Workers as consumers of an intermediate product	Intermediate product quality
Employees as users of the results of the enterprise's activities	Career. Stability and growth of wages. Social guarantees Labor safety.
Suppliers	Stability and growth of orders Mutually beneficial relationships
Society	Job creation Environmental safety of production Tax deductions Conservation of energy and natural resources

Stakeholder requirements are diverse and seemingly contradictory. However, all these requirements are interconnected, and the fulfillment of the requirements of one group of consumers is impossible without attention to the “requirements of another. As shown in Figure 3, achieving the satisfaction of one stakeholder group is largely determined by the benefits derived from the satisfaction of other stakeholders.

Rice. 3. Factors affecting stakeholder satisfaction

According to GOST R ISO 9000 - 2001, there are various classes of product quality characteristics, such as:

– physical (eg mechanical, electrical, chemical or biological characteristics);

- organoleptic (for example, associated with smell, touch, taste, sight, hearing);

- ethical (for example, politeness, honesty, truthfulness);

– temporary (for example, punctuality, reliability, availability);

– ergonomic (e.g. physiological characteristics or related to human safety);

- functional (for example, the maximum speed of the aircraft).

The metrological service carries out metrological confirmation of suitability. Metrological proof of suitability usually includes calibration or verification, any necessary adjustment or repair and subsequent recalibration, comparison with the metrological requirements for the intended use of the equipment, and the required sealing and marking.

Metrological validation is not completed until the suitability of the measuring equipment for its intended use has been demonstrated and documented.

The requirements for the intended use include characteristics such as range, resolution, maximum permissible errors, etc.

The requirements for metrological confirmation of suitability are usually different from the requirements for products and are not regulated in them.

So, out of the whole variety of types of indicators, the local system of indicators of the production business process is based on performance and efficiency indicators. This is what the ISO 9000 standards require. The ISO 9001 standard, which contains certification requirements for a quality management system, focuses the system on achieving the effectiveness of each process. And the ISO 9004 standard, which contains recommendations for improving the quality management system (a significantly expanded version of the ISO 9001 standard), is aimed, along with efficiency, at improving the efficiency of processes and the system as a whole. The flexibility indicator can be used as an additional characteristic of the further development of the process.

The approach to the development and implementation of a quality management system consists of several stages, including:

– establishing the needs and expectations of customers and other interested parties;

- development of the organization's policy and objectives in the field of quality;

— establishing the processes and responsibilities necessary to achieve the quality objectives;

- establishing and determining the necessary resources and providing them to achieve quality objectives;

– development of methods for measuring the effectiveness and efficiency of each process;

– applying these measurements to determine the effectiveness and efficiency of each process;

- determination of the means necessary to prevent nonconformities and eliminate their causes;

— developing and applying a process for continual improvement of the quality management system.

This approach is also used to maintain and improve the existing quality management system.

The purpose of the GOST R ISO 9000 - 2001 standard is to encourage the adoption of a process approach to the management of an organization.

The quality policy and objectives are established to serve as a guide for the organization. They define the desired results and encourage the organization to use resources to achieve those results. The quality policy provides a framework for developing and reviewing quality objectives. Quality objectives need to be aligned with the quality policy and commitment to continual improvement, and results need to be measurable. Achieving quality objectives can have a positive impact on product quality, operational efficiency and financial performance, and therefore on stakeholder satisfaction and confidence.

The role of top management in a quality management system is very important. Top management can use quality management principles, and through leadership and action, top management can create an environment conducive to the full involvement of people and the effective operation of the quality management system.

Documentation of the quality management system makes it possible to convey the meaning and sequence of actions. These are the docs:

– providing consistent information about the organization's quality management system, intended for both internal and external use; such documents include quality manuals;

– describing how the quality management system is applied to a specific product, project or contract; such documents include quality plans;

- establishing requirements; these include documents containing technical requirements;

The use of the above documents in an integrated quality management system contributes to achieving compliance with customer requirements and improving quality; providing appropriate training; repeatability and traceability; providing objective evidence; evaluating the effectiveness and continued suitability of the quality management system.

Evaluation of a quality management system may vary by scope and include activities such as audit (verification) and review of the quality management system, as well as self-assessment. Audits (checks) are used to determine the degree of fulfillment of the requirements for the quality management system. Audit observations are used to evaluate the effectiveness of the quality management system and identify opportunities for improvement. Audits conducted by a third party are carried out by external independent organizations that certify compliance with the requirements, for example, the requirements of GOST R ISO 9001. GOST R ISO 19011 contains guidelines for audit (verification).

When analyzing the quality management system, along with other sources of information, reports on audits (checks) are used.

The aim of continual improvement of the quality management system is to increase the possibility of increasing the satisfaction of customers and other interested parties. Improvement actions include:

1. analysis and assessment of the current situation to identify areas for improvement;

setting improvement goals;

2. search for possible solutions to achieve goals;

3. evaluation and choice of solutions;

4. implementation of the chosen decisions;

5. measuring, checking, analyzing and evaluating the results of the implementation to determine whether the goals are 6. achieved;

7. registration of changes.

The results are analyzed to identify further opportunities for improvement. Thus, improvement is a permanent action.

When measuring the indicators of the implemented quality management system, it is necessary to take into account changes based on the stages of its development - the levels of maturity of the system. This is also the initial stage of developing a comprehensive quality management system. The level of maturity of the quality management system at which the main production processes are identified, which may overlap with the product life cycle processes. Thus, in accordance with the requirements of the ISO 9001:2000 standard, performance indicators are defined and measured for these processes. At the same time, indicators prevail in the determined performance indicators. The rest of the process groups (management and support) can be described fragmentarily, without defining the relationship between the process groups. To assess the levels of development of the quality management system for each main section of GOST R ISO 9004, the self-assessment method set out in this standard is recommended using a scoring scale from 1 (no formalized system) to 5 (best performance in the class of activity).

Those. testing is carried out in the form of ordinary questions that an organization can put to evaluate its performance in each main section of GOST R ISO 9004.

The self-assessment method provides a simple and easy-to-apply method of establishing the level of development (maturity) of an organization's quality management system and identifying key areas for improvement. The specific features of the self-assessment method according to GOST R ISO 9004 are such that it can:

— apply to all or part of the quality management system, or — to any process;

– apply to the organization as a whole or part of it;

– be quickly implemented by internal means;

– be carried out by a multidisciplinary team or one employee of the organization with the support of top management;

– provide input to a more comprehensive management system self-assessment process;

– identify and facilitate prioritization of opportunities for improvement;

– to promote the development of the quality management system towards a world-class level.

The advantage of this method is that time-controlled results can be used in assessing the development of an organization.

The stage of maturity at which the quality management system reaches perfection, the management decisions made only lead to the improvement of performance indicators. An important step is the process of continuous improvement of the quality management system to ensure the benefits of its stakeholders - this is the strategic goal of the organization. There are two main approaches to continual process improvement:

a) breakthrough projects leading either to the revision and improvement of existing processes or the introduction of new processes; as a rule, they are carried out by multidisciplinary teams outside the normal activities;

b) incremental continuous improvement activities carried out by employees within the framework of existing processes.

Breakthrough projects typically involve redesigning existing processes and include:

– definition of objectives and a brief description of the improvement project;
– an analysis of the existing process (“as is” the process) and the possibilities for implementing the change;

– defining and planning process improvement;

– implementation of the improvement;

– verification and validation of process improvement;

– an assessment of the improvement achieved, including lessons learned.

Continual improvement through either of these two methods includes:

a) reason for improvement - the problem of the process should be identified, and the area for improvement should be selected, indicating the reason for working on it;

b) the actual situation - it is necessary to evaluate the effectiveness and efficiency of the existing process. Collect and analyze data to identify the types of problems that most often occur. It is necessary to select a specific problem and set a task for improvement;

c) analysis - the root cause of the problem should be identified and verified;

d) identification of possible solutions - the study of alternative solutions. It is necessary to choose and implement the best solution, i.e. one that will eliminate the root causes of the problem and prevent its recurrence;

e) impact assessment – ​​confirm that the problem and its root causes have been eliminated or their impacts reduced, that the solution has worked and the quality improvement task has been completed;

f) implementation and standardization of the new solution - it is necessary to replace the old quality management system management process with an improved one, thus preventing the problem and its root causes from recurring;

g) evaluating the effectiveness and efficiency of the quality management process after the completion of the improvement activities - the effectiveness and efficiency of the improvement project should be evaluated and consideration should be given to applying its solution elsewhere in the organization.

The improvement process is iterated on the remaining problems, as well as the development of goals and decision making for further improvement of the process.

And, of course, the integrated product quality management system includes a product quality management mechanism.

Product quality management refers to the actions carried out during its creation, operation or consumption in order to establish, ensure and maintain the required level of product quality.

The direct objects of management are, in this case, indicators and characteristics of product quality, factors and conditions affecting their level, as well as the process of forming product quality at different stages of its life cycle.

The product quality management mechanism is a set of interrelated objects and subjects of management of the principles, methods and functions of management used at various stages of the product life cycle and levels of quality management.

The product quality management mechanism should ensure the effective implementation of the main quality management functions, which include, first of all, such functions as:

– forecasting market needs, technical level
and product quality;

– planning to improve product quality;

- standardization of requirements for product quality and standardization;

- development and production of products for production;

– technological preparation of production;

– organization of relationships on product quality between
suppliers of raw materials, materials, semi-finished products and components, manufacturers and consumers of products;

– ensuring the stability of the planned quality level
products at all stages of its life cycle;

– quality control and product testing;

– prevention of defects in production;

- in-house certification of products, technological processes, jobs, performers, etc.;

– certification of products, works, services, quality systems and productions;

– stimulation and responsibility for the achieved level
quality;

- internal production accounting and reporting on product quality;

– technical and economic analysis of changes in product quality;

– ensuring product quality management (legal, informational, material and technical, metrological, organizational, technological, financial);

- special training and advanced training of personnel.

To characterize the mechanism of product quality management, it is advisable to use a common methodological approach to the structuring of complex economic systems, which involves the allocation of a number of general, special and supporting subsystems in this mechanism.

Among the general subsystems of the mechanism for managing product quality, it is necessary to include subsystems for forecasting and planning the technical level and product quality, regulating product quality directly in production, product quality control, accounting and analysis of changes in the quality level, incentives and responsibility for quality.

What is the difference between the approaches of quality management systems of the ISO 9000 family and the models of excellence. It lies in their areas of application, that: the standards of the ISO 9000 family contain requirements for quality management systems and recommendations for improving performance; The evaluation of quality management systems establishes the fulfillment of these requirements. Excellence models contain criteria that allow a comparative assessment of the performance of an organization, and this applies to all activities and to all interested parties. The criteria for evaluation in excellence models provide an organization with a basis for comparing its performance with that of other organizations.

And, of course, the use of a process approach in the activities of an enterprise is becoming increasingly important, characterizing a system of indicators that takes into account the contribution of individual indicators of an integrated quality management system, based on indicators of performance, efficiency, and flexibility. Such a system meets the requirements of international standards in the field of quality management and can be used as the basis for an integrated system of enterprise indicators. The advantage of the process approach is the continuity of control that it provides at the junction of individual processes within their system, as well as in their combination and interaction. When applied to a quality management system, this approach highlights the importance of:

a) understanding and fulfilling the requirements;

b) the need to consider processes in terms of added value;

c) achieving the results of the processes and their effectiveness;

d) continuous process improvement based on objective measurement.

Thus, a quality management system is a part of an organization's management system that aims to achieve results, in accordance with quality objectives, in order to satisfy the needs, expectations and requirements of interested parties. Quality objectives complement other organizational objectives related to development, finance, profitability, environment, health and safety. The various parts of an organization's management system can be integrated, together with the quality management system, into a single management system using common elements. This can make it easier to plan, allocate resources, set additional goals, and evaluate the overall performance of the organization. The organization's management system can be assessed against the organization's own requirements.

1.3. The objective need to improve product quality

The increased interest of domestic leaders in recent years in quality management issues in the face of fierce competition is necessary for any management decision (including in the field of quality) to have its own economic justification. Business leaders began to understand that they need to count their own money.

In a market economy, when product quality becomes a backbone factor of competitiveness, the management of economically independent units begins to understand the importance of determining and continuously monitoring product quality.

The viability of an enterprise engaged in both production and service depends on its ability to achieve customer satisfaction. Many managers consider price and delivery time to be the main selling point, while not paying enough attention to product quality.

There is an opinion that quality means expensive, because the consumer thinks that improving quality necessarily requires costs and increases the cost of the product (service). Quality improvement not only does not increase the cost of the product, but can lead to its reduction, because one of the main goals of system quality management is to reduce quality costs.

The introduction of an effective quality system should help reduce the price of a product while increasing its quality. The achievement of this goal should be accompanied by the satisfaction of the needs and expectations of the consumer, the observance of the interests of the organization.

For enterprises, the sale of products has become significantly more complicated due to the import of imported products and a sharp decrease in effective demand, neglect of the accepted rules of relationships, including the requirements for the availability of certificates for products and quality systems.

Approved in 1987, the international ISO 9000 series standards for quality systems are now the norm for relations in the markets of almost all countries of the world. The presence of a certificate for the supplier's quality system, confirming its compliance with MC ISO 9000, in some cases becomes a prerequisite for concluding contracts for the supply of products. At the same time, activities for the international standardization of quality systems are constantly being activated and developed.

Quality embodies the extent to which a product objectively satisfies a given need. Here we are talking about quality as a quantitative characteristic of social use value, the degree of usefulness of the product of labor. At the same time, its quality is determined not only by consumer properties. They can remain unchanged, while the degree of satisfaction of the need by this product as a result of the emergence of new social needs will change. Obviously, at all stages of the development of social production, quality is necessary that meets the needs of society based on its capabilities in specific modern conditions.

As a rule, in order to save money and in accordance with the level of technical training of the management of the enterprise, laboratory control services are abolished or absent altogether. There are no methods for carrying out such work, scores for each type of product are forgotten, and there are no organoleptics - analysts with the appropriate qualifications. Meanwhile, production figures do not take into account the number of defective products.

The methods used today for quality control of products are divided into those carried out directly in production, as well as by third-party organizations. It must be admitted that control over the quality of products at enterprises in most cases is formal; organoleptic and instrumental control is either not carried out at all, or is used occasionally, without a specific system. The exceptions are those manufacturers whose products are in high demand.

Changes in the legal framework contributed to the tightening of laboratory quality control of products by third parties. Special laboratory control services appeared, which are self-supporting subdivisions of control institutions. They provide enterprises with services for testing their products on a paid basis. It should be noted that most of these laboratories have the status of accredited for technical independence and competence. However, the number of specialists conducting quality testing of products is limited, each of them has to analyze a wide variety of products. Usually the same equipment is used to determine the quality indicators of products of various industries. For these reasons, the test results, although issued by a high-status laboratory, are rather doubtful.

Here are a few typical points that are a prerequisite for the objective need to improve product quality and are the result of the current control of production processes and adversely affect the formation of products:

- firstly, poor exchange of information between the consumer and the manufacturer, which makes it difficult and hinders the production of new types of products;

- secondly, the lack of feedback from the consumer;

- thirdly, poor training of personnel;

- fourthly, it is not practiced to prepare special instructions and recommendations on quality issues for product manufacturers;

- fifthly, the complete absence or distorted control during production;

– sixthly, a weak connection between theoretical developments and practice.

Thus, today, in the presence of a well-developed theoretical base based on legislative and regulatory documents, the problems of quality formation, however, have not been resolved.

The development and implementation of a quality system based on MS ISO 9000 series refers to organizational and economic innovations, the evaluation of the effectiveness of which is difficult due to the large number of interrelated factors that affect this efficiency. In addition to the economic effect of the creation and functioning of the quality system, there are structural and market effects that are extremely important, although they are extremely difficult to evaluate in monetary terms.

Structural effect results:

1. Clear, precise strategy of the enterprise.

2. Obtaining highly qualified employees.

3. Clear distribution of responsibility and sequence of actions.

4. Managed processes at all stages of the product life cycle.

Market effect results:

1. Win customers, increase international competitiveness.

2. Obtaining recognition, the image of the company in the global and domestic markets.

3. Opportunity to work together with the world's leading companies.

4. Establish a high level quality system.

5. Identification of "bottlenecks" of the enterprise.

6. Protection against risks associated with suppliers.

The effectiveness of the implementation of a quality system is understood as the ratio of the costs of its creation (improvement) and results (effect). Let us represent the algorithm for determining economic efficiency in the form of a sequence: “criterion indicators of the conditions for economic efficiency”.

In most manufacturing and service businesses, the cost of satisfying customer quality expectations is significant and does not really reduce profit margins, so it seems logical that quality costs should be identified, processed, and presented to management.

So, in modern market conditions, there is an objective need to improve the quality of products. In turn, the release of products of the required quality largely contributes to satisfying consumer needs, determines both the survival of the enterprise in market conditions and the pace of scientific and technological progress, ensures the growth of production efficiency, saving all types of resources. High-quality products are the best business card of the enterprise, its authority, and besides, it is a guarantee of increasing profits, which is so important in the market conditions.

2. Analysis of the state and ways to improve the quality of products manufactured by JSC "NefAZ"

2.1. Analysis of the current product quality management system

The quality management system of OJSC "NefAZ" is a means of implementing the "Policy of OJSC "NefAZ" in the field of quality" and achieving the goals set in this area. It is a means of ensuring product compliance with requirements, regulates the actions of departments and performers of different levels at all stages of the life cycle of automotive equipment to ensure the required level of its quality.

The quality management system covers all stages of the product life cycle: marketing; search and study of the market; product design; logistics; preparation and development of production processes; production; control and testing; packaging and storage; sales and distribution of products; exploitation; Maintenance.

By the nature of the impact on the stages of the life cycle of products, the QMS uses the following areas: quality planning; quality control; quality assurance; quality improvement.

The overall quality management is the most important part of the overall management function in OAO NefAZ. Top management defines and develops the "Goals" and "Policy" in the field of quality (Appendix 2 and 3) and is responsible for the implementation of its principles.

Quality management in OJSC "NefAZ" is carried out in accordance with the structure shown in Figure 5.

The main goal of the creation and functioning of the quality management system is the most complete satisfaction of the needs of the consumer, the creation of conditions (and mechanisms) for stable production and the release of high-quality products.

Fig.5.

Organizational structure of management of the quality management system of JSC "NefAZ"

The design management system establishes the procedure for continuous assessment of the quality of design documentation and applies to work related to design documentation and the creation of products at all stages of its life cycle: from development when putting products into production to its full use.

Documentation of the quality management system provides for the existence of two groups of documentation: documentation on quality and documentation on proof of the quality of manufactured products - quality records.

Quality documentation and quality records are, by their importance, the main elements of the functioning of the QMS in OAO NefAZ.

Quality documentation establishes requirements for product quality and QMS, describes methods and production processes, regulates the responsibility of personnel.

In accordance with its purpose, the QMS documentation includes documents of four levels, shown in Figure 6.

Fig.6. Quality system documentation

One of the ways to ensure the required quality of manufactured products is the compliance with the established requirements of the materials used, semi-finished products and components.

Requirements for the quality of purchased products are established by design documentation and are supplemented by requirements that arise in the process of developing technological processes for manufacturing products.

Periodic analysis of data on the quality of purchased products allows you to take measures to prevent the purchase of low-quality products (requirements for the supplier's quality system, the introduction of additional control of product quality indicators from the supplier, and others) up to the termination of purchases and termination of the contract.

The basis for the development or modernization of products at JSC "NefAZ" are the technical requirements of the customer, drawn up in the form of an agreement recognized by the parties, order-order, contract, protocol, sketch, etc., in accordance with the standards of the enterprise "Quality management system. The procedure for concluding and executing contracts”, “Quality management system. Contract analysis”, as well as a long-term plan for the development and development of factory products.

Table 3

Design and development of products based on customer expectations

The assignment of a design code of a letter is the basis for putting products into production. The release of products is carried out in accordance with the pre-production schedule, which includes acceptance (certification) tests.

Positive results of certification tests and issued on their basis "Vehicle Type Approvals" and "Certificates of Conformity" are the basis for mass production and sale of products to the consumer.

An additional confirmation is the fact that in 2007 the number of changes in the design documentation was significantly reduced.

The characteristics of the changes made to the design documentation of the automatic telephone exchange are shown in Figure 7.

Rice. 7. The ratio of the sum of newly developed and modernized ATS by NefAZ

An example of a constructive improvement is the release of notice 55102-I465 dated November 20, 2007 in the design documentation for the introduction of electroplating of the hydraulic cylinder 55111-8603010 on the basis of protocol No. 25 dated January 12, 2007 of the “NefAZ JSC Quality Day”, conducted under the leadership of the General Director.

Serial production is accompanied by systematic control of production stability. Depending on the stage of production, control and testing are divided into input control of purchased materials, semi-finished products and components, operational control, acceptance (final) control of products.

Quality data is periodically analyzed to develop and implement the necessary corrective and preventive measures.

All information received by the plant on the quality of products sold is sent to the technical control department for decision-making.

Rice. 8. Indicators of competitiveness of JSC NefAZ products

From this graph it can be seen that the plant has made significant progress in improving the quality of products, this was achieved by increasing the requirements for the culture of production and the quality of the supplied components.

In order to develop new types of products, introduce the latest technologies, improve the quality of products in order to meet the interests of consumers, increase labor productivity and production efficiency, it is necessary to constantly improve the professional level of the plant's employees. This function is assigned to the training center of the personnel department.

The training center of the personnel department draws up annual plans, an estimate of the cost of funds for personnel training, based on the needs of the plant's departments to achieve the goals set for the plant's staff.

Systematic improvement of the professional level of knowledge, understanding of the issues of product quality assurance are the responsibility of each employee of JSC "NefAZ".

The cost estimate for staff training, including the cost of training personnel on the side, is presented in Table. four.

Table 4

Cost estimate for staff training

Indicators
Factory training costs
Outside training costs

As you can see, the cost of training in dynamics is growing. In 2006, the increase in costs amounted to 2.53% compared to 2005, in 2007 - 5% compared to 2006. The costs of external training in 2006 increased by 13.68% compared to 2005, and in 2007 - only by 8% compared to 2006.

But if we compare the increase in the cost of staff training with the increase in production volumes, it turns out that the cost of training is growing at a slower pace. In 2006, the output growth rate was 24.74%, in 2007 – 40.97%.

The main tasks of the training center are as follows:

· vocational training of workers, i.е. training, retraining and advanced training of workers;

· raising the qualifications of employees holding positions of managers and specialists.

The dynamics of vocational training of the plant personnel is presented in Table. 5.

Table 5

Dynamics of professional training of personnel

In 2006, 8.01% more workers were trained than in 2005 and 8.03% more managers and specialists than in 2005. In 2007, only 7.95% more workers and 7.93% more managers and specialists were trained compared to 2006.

According to Table 25, there is a downward trend in the growth rate of costs for training and retraining and the number of trained and retrained employees of the enterprise. And also negative is the fact that the growth rate of training costs and the growth rate of the number of trainees lag behind the growth rate of output.

Vocational training of workers is carried out according to the following forms (Table 6).

Table 6

According to the requirements of the quality system, certified in accordance with the requirements of MS ISO 9001-2000, the training center, together with the management of the quality system, organizes and conducts quality management training. So in 2006, 368 people from among managers and specialists were trained according to the quality system.

Training on the principles of the quality management system is carried out with the aim of mastering by each employee of the plant the "ideology" of quality of JSC "NefAZ" - "Policy and Goals of JSC "NefAZ" in the field of quality". Therefore, the section "Improving the quality management system" is included in all curricula.

2.2. Product quality cost analysis

Product quality is an important factor influencing the profit of the plant. This influence is manifested through:

Expansion of the sales market and increase in the volume of sales while improving the quality of products;

Reducing the cost of production, obtained by reducing the costs associated with product quality.

In the first case, quality costs include all additional costs associated with improving the technical level of products, reducing the level of defects in production and in its sale. This also includes the costs associated with advertising, certification, demonstration testing of products in order to confirm its quality.

In the second case, three groups of costs are considered:

Losses associated with the appearance of product nonconformities;

Costs associated with identifying defects and their causes;

The cost of measures to prevent the occurrence of deviations and non-conformities of products.

The listed three groups of quality costs are interconnected in such a way that by increasing (reducing) some cost groups, it is possible to reduce (increase) other cost groups accordingly.

The effectiveness of the quality system can be manifested in reducing the cost of production by minimizing the total costs for all three cost groups.

Quality cost accounting provides plant management and departments with objective criteria for making decisions related to quality and the economics of the plant as a whole.

Accounting for these costs and comparing them with the increase in profits make it possible to evaluate the effectiveness of the quality management system.

The main performance indicators of the quality system of JSC "NefAZ" are presented in table 7.

Table 7

The main performance indicators of JSC "NefAZ" in the field of quality

	Indicators	Name					Deviation
	The share of defects in sales volume	Internal and external losses from marriage / sales x 100
	Warranty repair costs	Warranty repair costs / sales x 100
	Quality assurance costs	Quality Assurance Costs/Sales Volume x 100

Table 7 continued

The table shows that the share of defects in sales in 2006 compared to 2005 decreased by 2.23%, and in 2007 compared to 2006 - by 1.80%. The level of claims decreased by 0.25% and 0.42%, and the cost of warranty repairs - by 0.84% ​​and 0.66%, respectively. That is, the company is working to improve the quality of its products. This is also evident from the number of quality improvement activities implemented. In 2005 there were 97 quality improvement measures, in 2006 - 109, and in 2007 - 117. The number of certified production facilities also increased.

The main group is the group of costs for quality assurance.

Quality assurance costs are the costs of the planned and systematically carried out activities within the quality system that are necessary to satisfy specified needs.

Table 8 shows the cost of quality assurance at OAO NefAZ.

Table 8

Costs for quality assurance at OAO NefAZ, thousand rubles

Table 8 continued

	Travel expenses
	Material costs
	Salary basic and additional
	Social contributions fear
	Communication services
	Third-party company services
	Repair and verification of measuring instruments and control
	QMS certification and audit
	Product certification
	Licensing
		Warranty repair
		Loss from marriage
Total costs:
For reference: marketable products (shipped) report F.2 p.10
share of quality costs in commercial products

Thus, it can be seen from the table that the costs of the enterprise for ensuring product quality in 2006 compared to 2005 decreased by 66230 thousand rubles, and in 2007 compared to 2006 - by 104591 thousand rubles. Of these, the cost of warranty repairs decreased by 9,000 thousand rubles. and 15,000 thousand rubles. respectively. There is also a reduction in the cost of losses from marriage. And the share of all costs for quality in commercial products in 2005 was 9.01%, in 2006 - 5.92%, and in 2007 - 3.44%. From all this it can be seen that the company's costs are reduced, i.e. The company is working on the quality of its products.

Table 9 shows the losses from marriage.

Table 9

Analysis of product defects

Table 9 continued

Rotational buses
Passenger buses
tank trucks
Semi-trailers, trailers
2. The volume of scrap in value terms, thousand rubles, including:
dump trucks
including shop 20
Rotational buses
Passenger buses
tank trucks
Semi-trailers, trailers
3. The percentage of defects in the volume of output,%
dump trucks
including in workshop 20 of the volume of produced dump trucks
Rotational buses
Passenger buses
tank trucks
Semi-trailers, trailers
4. The percentage of marriage due to poor materials,%
5. The percentage of marriage due to the human factor,%
6. Percentage of rejects due to technological reasons, %

As can be seen from the data in Table. 9, scrap losses are declining at a significant rate. The scrap rates due to poor materials decreased by 0.7 percentage points in 2006 and by 1.1 percentage points in 2007, by 0.5 and 0.5 percentage points due to human error, and by 0.5 percentage points due to technological reasons. by 0.9 and 0.2 percentage points, respectively. The largest percentage of marriage is observed in dump trucks. The main causes of marriage are: poor materials, unqualified personnel and old equipment. Consequently, the enterprise needs to establish work with its suppliers, improve the skills and train staff and update fixed assets.

2.3. Characteristics of the main directions for improving product quality management

Generalization and analysis of the experience of the JSC "NefAZ" enterprise in the field of product quality made it possible to identify, along with the positive aspects, a number of shortcomings. The characteristic disadvantages of ensuring the quality of products at the enterprise are: a weak relationship between the quality of manufacturing products and stimulating its improvement; insufficient attention to the technological preparation of production, as an important factor in the formation of the quality of manufacturing products; imperfection in the organization of work on accounting for costs and losses caused by unsatisfactory quality of manufacturing products; weak analytical work to identify the causes of marriage, search for reserves to improve the quality of manufacturing products, study the dynamics of labor and product quality indicators; not working with suppliers; no work is being done on the most thorough control of the functions of pre-production; lack of responsibility for the work performed, the staff is not sufficiently trained.

The direction of improving the current product quality management system should be such that its functioning is ensured on the basis of a real quality management mechanism focused on the manufacture of competitive products that meet the requirements of customers. In this case, it is necessary to focus on the use of the following fundamentally important provisions in the product quality management system:

In the first place - quality. Each employee understands something different by the word quality, but designers, designers, developers and product creators must know exactly what the consumer wants. Product quality should be the top priority in achieving customer satisfaction. We are judged by our products.

The interests of the consumer are in the center of attention. We must always remember the consumer, offering him products and services that are superior to those of competitors.

Continuous improvement is the key to our success. We strive for excellence in everything we do. Safety and value of products and services, interpersonal relationships, competitiveness and profitability - that's what we are constantly improving. The concept of the process approach underlies the improvement of the quality management system.

Employee engagement is our way of life. We are one team. In our relations, the main thing is trust and respect. As technology becomes a commodity, the main capital of society is the staff, their competence, awareness and training. Every employee from the CEO to the worker is responsible for product quality and efficient use of resources.

Improvement of logistics should be carried out by the ability to find the right suppliers, increase the interest of each supplier and establish close contacts with them of a multifaceted nature.

Creation of a system of continuous training in the field of product quality management and education of all workers (students, students, craftsmen) in the spirit of respect for consumers and customers. The product quality management system should be clear to everyone. It is necessary to create specialized centers for training and advanced training in the field of management and improving product quality, various schools and quality courses. After all, it is well known that only highly qualified specialists can create products with high quality.

Attracting a much wider range of workers to quality groups and increasing their activity and work efficiency.

Expansion and implementation of a whole range of measures that ensure the implementation of the human factor in production and social relations.

The use of professionals in the field of product quality management in carrying out all work to improve the product quality management system.

The policy of the enterprise should be initially aimed at high quality products. However, marriage, which is its opposite, can occur in any enterprise. It must be taken into account.

Marriage can be detected at the manufacturing enterprise itself and beyond. The marriage that manifested itself in the sphere of sale or in the process of using products indicates both its poor quality and the quality of the enterprise. The main directions for improving product quality are shown in Fig. 9.

Rice. 9. Main directions for improving product quality

According to Table 9, it can be seen that the largest percentage of defects is observed in the body of the production of dump trucks (UAN). The "bottleneck" of the mechanical production of UAN is the manufacture of heavy-duty hydraulic cylinders, including: the manufacture of housings and plungers; manufacturing of small parts of hydraulic cylinders and increasing the accuracy of their manufacture. A large number of complaints come from hydraulic cylinders due to their leakage in operation. Table 10 considers the calculation of indicators of marriage for hydraulic cylinders.

Table 10

Calculation of scrap indicators for hydraulic cylinder 55111-8603010

Table 10 continued

From the table, we can conclude that the main reason for the marriage was the supply of low-quality raw materials or other types of material resources. In 2007, based on the experience of 2006, OJSC NefAZ drew up a contract for the supply of materials, providing for compensation in case of poor quality, which made it possible to reduce the absolute amount of losses from marriage by (24000 - 14700) = 9300 thousand rubles. or by 38.75% (14700/24000 * 100%). The relative size of losses from marriage decreased by 6.0 - 3.5 = 2.5%. Thus, it is necessary for the management of OJSC NefAZ to find an enterprise that supplies higher quality raw materials for the production of hydraulic cylinders.

Conclusion

Modern quality management at an enterprise, regardless of the form of ownership and the scale of production activities, should optimally combine actions, methods and means that ensure, on the one hand, the manufacture of products or the provision of services that meet current market demands and needs, and, on the other hand, the development of new products or a service capable of meeting future needs and future demands of the market. The conceptual scheme of the quality management mechanism should organically interact with marketing research and include a quality policy development block.

JSC "NefAZ" has a separate product quality management service in the organizational structure of the enterprise.

The quality management system of OJSC "NefAZ" is a means of implementing the "Policy of OJSC "NefAZ" in the field of quality" and achieving the goals set in this area. It is a means of ensuring product compliance with requirements, regulates the actions of departments and performers of different levels at all stages of the life cycle of automotive equipment to ensure the required level of its quality. The quality management system covers all stages of the product life cycle.

The analysis of the costs of ensuring product quality showed that the losses from rejects are decreasing at a significant pace. The scrap rates due to poor materials decreased by 0.7 percentage points in 2006 and by 1.1 percentage points in 2007, by 0.5 and 0.5 percentage points due to human error, and by 0.5 percentage points due to technological reasons. by 0.9 and 0.2 percentage points, respectively. The largest percentage of rejects is observed, the largest percentage of rejects is observed in the body of the production of dump trucks (Dump Trucks). The "bottleneck" of the mechanical production of UAN is the manufacture of heavy-duty hydraulic cylinders, including: the manufacture of housings and plungers; manufacturing of small parts of hydrocylinders and increasing the accuracy of their manufacture. A large number of complaints come from hydraulic cylinders due to their leakage in operation.

An analysis of the current situation showed that the main directions for improving the quality of hydraulic cylinders are:

Proposal for the introduction of new technology. The introduction of the method of cold rolling of hydraulic cylinders at the HPTs 55 - 120 mill will improve the quality and reduce metal costs.

Proposal for improving the qualifications of employees of the enterprise. The key to the payback of the mill is the quality of products, which directly depends on the qualifications of personnel. In order to train personnel at advanced training courses for work at the CHPC 55-120 mill, 10 workers must be sent to St. Petersburg, the duration of training is 21 days. Training is carried out on a contractual basis with the Institute. In this regard, the cost of training increases threefold, since, in addition to the cost of training, it is necessary to pay travel expenses, accommodation, travel. The essence of the proposal is to organize training without leaving the employee. It is necessary to conclude agreements with the institute for the departure of their specialists for personnel training, since the training base (equipment) is available and it will be easier for the employee to navigate in the learning process in natural conditions for him. This will save significant funds, provide more students, improve the quality of education, because practice will take place directly at the camp.

Offer to work with suppliers and replace a number of suppliers. A large number of complaints about hydraulic cylinders were due to poor quality guides due to leakage of hydraulic cylinders in operation. It is necessary to change the supplier according to the guides. Specialists of the JSC NefAZ plant have worked out the issue of purchasing upper and lower Guides, not only from an economic point of view, but also taking into account the scientific and technical effect, due to which the parts will arrive at the 6th grade of accuracy instead of the existing 9th grade. This will significantly reduce the leakage of hydraulic cylinders in operation.

As a result of the implementation of the proposed measures, additional profit will amount to 21297622 rubles, which will certainly have an impact on improving the quality of the company's products.

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11. Mishin V.M. Quality Management: Textbook. - M.: UNITI, 2007. - 463 p.

12. Novitsky N.I., Oleksyuk V.N. Product quality management: Textbook. - Minsk: New knowledge, 2005. - 238 p.

13. Ogvozdin V.Yu. Quality control. Fundamentals of theory and practice: Textbook. 3rd ed., add. and corrected - M.: Business and Service, 2009. - 160 p.

Attachment 1

Organizational structure of management of JSC "NefAZ"

Annex 2

Annex 3

Topic 4. General functions of product quality management

4.4. Control, accounting and analysis of quality management processes

4.4.1. Organization of product quality control and defect prevention

Quality control occupies a special place in product quality management. It is control, as one of the effective means of achieving the intended goals and the most important function of management, that contributes to the correct use of the objectively existing, as well as the prerequisites and conditions created by man for the production of high-quality products. The efficiency of production as a whole largely depends on the degree of perfection of quality control, its technical equipment and organization.

It is in the process of control that the actually achieved results of the system functioning are compared with the planned ones. Modern methods of product quality control, which allow achieving high stability of quality indicators at minimal cost, are becoming increasingly important.

Control- this is the process of determining and evaluating information about deviations of actual values ​​from given values ​​or their coincidence and analysis results. You can control the goals (goal / goal), the progress of the plan (goal / will be), forecasts (will be / will be), the development of the process (will / be).

The subject of control can be not only performing activities, but also the work of a manager. The control information is used in the regulation process. So they say about the expediency of combining planning and control into a single control system (Controlling): planning, control, reporting, management.

Control is carried out by persons directly or indirectly dependent on the process. Verification (revision) is control by persons independent of the process.

The control process must go through the following stages:

1. Definition of the control concept (comprehensive control system "Controlling" or private checks);
2. Determination of the purpose of control (decision on the appropriateness, correctness, regularity, effectiveness of the process
board);
3. Scheduling the test:
a) objects of control (potentials, methods, results, indicators, etc.);
b) verifiable norms (ethical, legal, industrial);
c) subjects of control (internal or external control bodies);
d) control methods;
e) the scope and means of control (full, continuous, selective, manual, automatic, computerized);
f) timing and duration of inspections;
g) the sequence, methods and tolerances of checks.
4. Determination of actual and prescribed values.
5. Establishing the identity of discrepancies (detection, quantification).
6. Making a decision, determining its weight.
7. Documenting the solution.
8. Metaverification (validation verification).
9. Communication of the decision (oral, written report).
10. Evaluation of the solution (analysis of deviations, localization of causes, establishment of responsibility, study of possibilities for correction, measures to eliminate deficiencies).

Types of control are distinguished by the following features:

1. By belonging of the subject of control to the enterprise:
interior;
external;

2. On the basis for the control:
voluntary;
in law;
according to the statute.

3. According to the object of control:
process control;
decision control;
object control;
control over the results.

4. By regularity:
systemic;
irregular;
special.

Quality control should confirm the fulfillment of specified product requirements, including:

input control (materials should not be used in the process without control; inspection of the incoming product must comply with the quality plan, fixed procedures and can take various forms);

intermediate control (the organization must have special documents that fix the procedure for control and testing within the process, and carry out this control systematically);

final control (designed to identify compliance between the actual end product and that provided by the quality plan; includes the results of all previous checks and reflects the product's compliance with the necessary requirements);

· registration of results of control and tests (documents on results of control and tests are provided to the interested organizations and persons).

Tests of finished products are a special type of control. Andtest is the determination or study of one or more characteristics of a product under the influence of a combination of physical, chemical, natural or operational factors and conditions. Tests are carried out according to the relevant programs. Depending on the goals, there are the following main types of tests:

Preliminary tests - tests of prototypes to determine the possibility of acceptance tests;
acceptance tests - testing of prototypes to determine the possibility of their production;
acceptance tests - tests of each product to determine the possibility of its delivery to the customer;
periodic tests - tests that are carried out once every 3-5 years to check the stability of the production technology;
Type tests - tests of serial products after making significant changes in the design or technology.

The accuracy of measuring and testing equipment affects the reliability of the quality assessment, so ensuring its quality is especially important.

From the normative documents regulating metrological activity, there are: the Law of the Russian Federation on the uniformity of measurements and the international standard ISO 10012-1: 1992 on confirmation of the metrological suitability of measuring equipment.

In managing control, measurement and test equipment, the organization shall:

determine what measurements should be made, by what means and with what accuracy;
document the compliance of the equipment with the necessary requirements;
regularly calibrate (check the divisions of the device);
determine the methodology and frequency of calibration;
Document the results of the calibration;
· provide conditions for the use of measuring equipment, taking into account environmental parameters;
Eliminate faulty or unusable control and measuring equipment;
· Adjust hardware and software with the help of specially trained personnel only.

Passage of control and testing of products must be confirmed visually (for example, using labels, tags, seals, etc.). Those products that do not meet the verification criteria are separated from the rest.

It is also necessary to identify the specialists responsible for carrying out such control and establish their powers.

To make a decision on control and organization of control processes, a number of criteria may be important: its effectiveness, the effect of influencing people, the tasks of control and its boundaries (Fig. 4.5).

Rice. 4.5. The main components of the criterion for the decision to control

Quality control system products is a set of interrelated objects and subjects of control, used types, methods and tools for assessing the quality of products and preventing defects at various stages of the product life cycle and levels of quality management. An effective control system allows, in most cases, to carry out a timely and targeted impact on the level of product quality, to prevent all kinds of shortcomings and malfunctions, to ensure their prompt identification and elimination with the least expenditure of resources. Positive results of effective quality control can be identified and in most cases quantified at the stages of development, production, circulation, operation (consumption) and restoration (repair) of products.

In market conditions of management, the role of quality control services of enterprises' products in ensuring the prevention of defects in production is significantly increasing, their responsibility for the reliability and objectivity of the results of inspections being carried out, and preventing the supply of low-quality products to consumers is increasing.

The need for priority improvement of the activities of the technical control services of enterprises is determined by their special place in the production process. Thus, close proximity to controlled objects, processes and phenomena (in time and space) creates the most favorable conditions for employees of control services for the following:

development of optimal control plans based on the results of long-term observation, analysis and generalization of information about the quality of the initial components of the finished product, the accuracy of equipment, the quality of tools and equipment, the stability of technological processes, the quality of work of performers and other factors that have a direct impact on product quality;

prevention of marriage and ensuring the active preventive impact of control on the processes of occurrence of deviations from the requirements of approved standards, specifications, parameters of existing technological processes, etc.;

timely carrying out in the required volume of all the foreseen control operations;

purposeful operational change in the conditions of operation of the object of control to eliminate emerging failures and prevent the production and supply of products of inadequate quality to consumers.

It should be emphasized that quality control carried out by the relevant departments of enterprises is primary (preceding in time) in relation to control by other subjects of quality management. This circumstance indicates the need for priority improvement of the activities of technical control services at enterprises. Figure 4.6 shows the typical composition of the structural units of the technical control department (QCD) of a large enterprise.

Quality control operations are an integral part of the technological process of manufacturing products, as well as their subsequent packaging, transportation, storage and shipment to consumers. Without the employees of the control service of the enterprise (workshop, site) carrying out the necessary verification operations in the process of manufacturing products or upon completion of individual stages of their processing, the latter cannot be considered fully manufactured, therefore they are not subject to shipment to buyers. It is this circumstance that determines the special role of technical control services.

Rice. 4.6. Structural divisions of OTC

Technical control services are currently functioning at almost all industrial enterprises. It is the departments and departments of quality control that have the most essential material and technical prerequisites (testing equipment, instrumentation, equipment, premises, etc.) for conducting a qualified and comprehensive assessment of the quality of products. Nevertheless, the reliability of the results of quality control carried out by the personnel of these services often raises reasonable doubts.

At some enterprises, the exactingness and objectivity of technical control workers when accepting manufactured products remain at a low level. The weakening of the work to identify internal defects is almost everywhere accompanied by an increase in claims for manufactured products. At many enterprises, there is an excess of the amount of losses from claims and reclamations for low-quality products over the amount of losses from defects in production.

The detection of many defects in products only by consumers of products indicates the unsatisfactory work of the technical control services of enterprises and, in particular, the lack of the necessary interest and responsibility of the personnel of control departments in the full detection of defects in the serviced production areas.

In the structure of product quality control services of many enterprises, there are mainly subdivisions that provide technical and technological aspects of quality control. At the same time, the organizational, economic and information functions of departments and departments of technical control are not sufficiently developed. Many enterprises in the work of these departments have such problems and shortcomings as:

low capacity of control services and insufficient number of personnel, leading to disruption in the rhythm of production and sales of products, failure to perform certain quality control work, the emergence of uncontrolled production sites;

unreliability of control results;
low exactingness and subjectivity in assessing product quality;
weak technical equipment and shortcomings of metrological support;
imperfection of measurement methods, duplication and parallelism in quality assessment work;
relatively low wages of employees of the quality control services of enterprises' products;
shortcomings in the bonus systems for personnel of control services, leading to disinterest in the full and timely detection of defects;
non-compliance of the qualifications of inspectors with the category of examinations performed, low educational level of employees of the quality control department of enterprises.

The elimination of the noted shortcomings in the work of technical control services, which impede the achievement of high preventive measures, reliability and objectivity of inspections, can have a versatile positive impact on the processes of formation and evaluation of the quality of products.

Firstly, technical control, aimed at preventing the imbalance of production processes and the occurrence of deviations from the requirements established for the quality of products, contributes to the prevention of defects, its detection at the earliest stages of technological processes and prompt elimination with minimal expenditure of resources, which undoubtedly leads to improving the quality of products, increasing production efficiency.

Secondly, strict and objective quality control of products by QCD employees prevents the penetration of defects beyond the gates of manufacturers, helps to reduce the volume of low-quality products supplied to consumers, reduces the likelihood of additional unproductive costs inevitably arising from poor control to identify and eliminate various defects in already assembled products, storage, shipment and transportation of low-quality products to consumers, its incoming control by special units and the return of defective products to manufacturers.

Thirdly, the reliable operation of the quality control service creates the necessary prerequisites for eliminating duplication and parallelism in the work of other enterprise services, reducing the volume of information processed by them, releasing many qualified specialists engaged in rechecking products adopted by the enterprise technical control service, and significantly reducing the number of disagreements that have place in assessing the quality of products by various subjects of control, reducing the cost of technical control and increasing its efficiency.

Improving the activities of departments and departments of technical control of enterprises should first of all provide for the creation, development and strengthening within the control services of those units that are able to effectively solve the following tasks:

development and implementation of measures to prevent defects in production, to prevent deviations from the approved technological processes, to prevent malfunctions that lead to a deterioration in the quality of products;

development and implementation of progressive methods and means of technical control, contributing to the growth of productivity and capital-labor ratio of labor of QCD controllers, increasing the objectivity of inspections and facilitating the work of personnel of control services;

objective accounting and a comprehensive differentiated assessment of the quality of work of various categories of personnel of the control service, determining the reliability of control results;

preparation of the necessary data for the subsequent centralized processing of information on the actual state and changes in the basic conditions and prerequisites for the production of high-quality products (the quality of raw materials supplied through cooperation, semi-finished products, components, etc., the quality of work of workers, the state of technological discipline in workshops and on sites, etc.), as well as information on the achieved level of product quality;

carrying out work to expand the introduction of self-control of the main production workers (in particular, the formation of a list of technological operations transferred for quality self-control, equipping workplaces with the necessary instrumentation, tools, equipment and documentation, special training for workers, selective control of the activities of performers transferred to work with a personal brand, evaluation of the results of the introduction of self-control in production, etc.);

conducting special studies of the dynamics of product quality during their operation, involving the organization of an effective information relationship between suppliers and consumers on product quality issues;

planning and technical and economic analysis of various aspects of the activities of the product quality control service;

coordination of work of all structural subdivisions of departments and departments of technical control of the enterprise;

periodic determination of the absolute value and dynamics of costs for product quality control, the impact of preventive maintenance, reliability and cost-effectiveness of technical control on the quality of products and the main indicators of the enterprise, evaluation of the effectiveness of the control service.

At small enterprises, due to a number of objective reasons, the creation of several new divisions as part of the technical control service is not always possible. In such cases, the functions listed above can be transferred for permanent execution not to newly created units, but to individual specialists of the quality control service that are part of one or another of its structural units.

In the existing production conditions, a fairly quick and effective increase in the objectivity of product quality control is achieved as a result of changing the incorrect system that has developed at many enterprises for evaluating and stimulating the work of various categories of personnel in control services, creating a genuine interest of these workers in improving the quality of their work, ensuring the reliability of ongoing inspections.

To significantly improve the results of product quality control, it is also necessary to concentrate the efforts of employees of control services to ensure the priority development of progressive types of technical control that make it possible to prevent defects in production. Figure 4.7 shows the composition of the elements of the marriage prevention system at the enterprise and their relationship. The effectiveness of its activities directly affects the quality indicators of the enterprise, therefore it is of enduring importance.

The development of progressive types of technical control implies the need for priority improvement:

product quality control at the stage of its development;

standard control of design, technological and other documentation for newly mastered and modernized products; incoming quality control of raw materials, materials, semi-finished products, components and other products obtained through cooperation and used in our own production;

monitoring compliance with technological discipline by the direct executors of production operations;

self-control of the main production workers, brigades, sections, shops and other divisions of the enterprise.

Rice. 4.7. The system of marriage prevention at the enterprise

The correct use of the listed types of control contributes to a significant increase in its active impact on the process of forming the quality of products, since it is not a passive fixation of defects in production, but the prevention of its occurrence.

The use of these types of control allows for the timely detection of emerging deviations from established requirements, the prompt identification and elimination of various causes of a decrease in product quality, and the prevention of the possibility of their occurrence in the future.

4.4.2. Methods of quality control, analysis of defects and their causes

Technical control- this is a check of the compliance of the object with the established technical requirements, an integral and integral part of the production process. Subject to control:

raw materials, materials, fuel, semi-finished products, components coming to the enterprise;
manufactured blanks, parts, assembly units;
finished goods;
equipment, tooling, technological processes for manufacturing products.
The main tasks of technical control are to ensure the release of quality products, in accordance with the standards and technical specifications, to identify and prevent defects, to take measures to further improve the quality of products.

To date, a variety of quality control methods have been developed, which can be divided into two groups:

1. Self-check or self-check- personal check and control by the operator using the methods established by the technological map for the operation, as well as using the provided measuring tools in compliance with the specified check frequency.

2. revision (examination)– verification carried out by the inspector, which must correspond to the content of the process control chart.

The organization of technical control consists in:
design and implementation of the quality control process;
determination of organizational forms of control;
selection and feasibility study of means and methods of control;
ensuring the interaction of all elements of the product quality control system;

· development of methods and systematic analysis of marriage and defects.

Depending on the nature of the defects, the marriage may be correctable or irreparable (final). In the first case, after correction, the products can be used for their intended purpose, in the second case, it is technically impossible or economically unreasonable to make the correction. The perpetrators of the marriage are being identified and measures are being taken to prevent it. Types of technical control are shown in Table 4.3.

When controlling the quality of products, physical, chemical and other methods are used, which can be divided into two groups: destructive and non-destructive.

Destructive methods include the following tests:

tensile and compression tests;
impact tests;
tests under repeated-variable loads;
hardness tests.

Table 4.3

	Classification sign	Types of technical control
	By appointment	Input (products from suppliers); industrial; inspection (control control).
	By stages of the technological process	Operational (in the process of manufacturing); acceptance (finished products).
	By control methods	Technical inspection (visual); measuring; registration; statistical.
	By completeness of coverage by control of the production process	Solid; selective; volatile; continuous; periodic.
	On the mechanization of control operations	Manual; mechanized; semi-automatic; auto.
	Influence on the course of processing	Passive control (with a stop of the processing process and after processing); active control (control during processing and stop the process when the required parameter is reached); active control with automatic adjustment of equipment.
	By measuring dependent and independent tolerances	Measurement of actual deviations; measurement of limit deviations using passable and impassable gauges.
	Depending on the object of control	Product quality control; control of commodity and accompanying documentation; process control; control of technological equipment; control of technological discipline; control of qualification of performers; monitoring compliance with operating requirements.
	Influence on the possibility of subsequent use	Destructive; non-destructive.

Non-destructive methods include:

• magnetic (magnetographic methods);
• acoustic (ultrasonic flaw detection);
• radiation (defectoscopy using x-rays and gamma rays).

4.4.3. Statistical quality control methods

The meaning of statistical methods of quality control lies in a significant reduction in the cost of its implementation compared to organoleptic (visual, auditory, etc.) with continuous control, on the one hand, and in the exclusion of random changes in product quality, on the other.

There are two areas of application of statistical methods in production (Fig. 4.8):

when regulating the course of the technological process in order to keep it within the specified limits (left side of the diagram);

upon acceptance of manufactured products (right side of the diagram).

Rice. 4.8. Areas of application of statistical methods of product quality management

To control technological processes, the problems of statistical analysis of the accuracy and stability of technological processes and their statistical regulation are solved. In this case, tolerances for controlled parameters specified in the technological documentation are taken as a standard, and the task is to strictly keep these parameters within the established limits. The task of searching for new modes of performing operations in order to improve the quality of the final production can also be set.

Before undertaking the application of statistical methods in the production process, it is necessary to clearly understand the purpose of applying these methods and the benefits of production from their application. It is very rare that data is used to judge quality as received. Typically, seven so-called statistical methods or quality control tools are used for data analysis: stratification (stratification) of data; charts; Pareto chart; causal diagram (Ishikawa diagram or "fish skeleton"); control sheet and histogram; scatter diagram; control cards.

1. Stratification (stratification).

When data is divided into groups in accordance with their characteristics, the groups are called layers (strata), and the separation process itself is called stratification (stratification). It is desirable that the differences within the layer be as small as possible, and between the layers as large as possible.

There is always a greater or lesser spread of parameters in the measurement results. If we stratify according to the factors that generate this variation, it is easy to identify the main reason for its occurrence, reduce it and achieve an increase in product quality.

The use of different methods of delamination depends on the specific tasks. In production, a method called 4M is often used, taking into account factors depending on: a person (man); machines (machine); material (material); method (method).

That is, delamination can be done like this:

By performers (by gender, work experience, qualifications, etc.);
- by machines and equipment (by new or old, brand, type, etc.);
- by material (by place of production, batch, type, quality of raw materials, etc.);
- according to the method of production (by temperature, technological method, etc.).

In trade, there can be stratification by regions, firms, sellers, types of goods, seasons.

The pure stratification method is used when calculating the cost of a product, when it is required to estimate direct and indirect costs separately for products and batches, when assessing profit from the sale of products separately for customers and products, etc. Stratification is also used in the application of other statistical methods: in the construction of cause-and-effect diagrams, Pareto diagrams, histograms and control charts.

2. Graphical presentation of data widely used in industrial practice for clarity and to facilitate understanding of the meaning of data. There are the following types of charts:

BUT). The graph, which is a broken line (Fig. 4.9), is used, for example, to express changes in any data over time.

Rice. 4.9. An example of a "broken" graph and its approximation

B) Pie and strip plots (Figures 4.10 and 4.11) are used to express the percentage of data under consideration.

Rice. 4.10. Pie Chart Example

The ratio of the components of the cost of production:
1 - the cost of production in general;
2 - indirect costs;
3 - direct costs, etc.

Rice. 4.11. Ribbon Chart Example

Figure 4.11 shows the ratio of the amounts of proceeds from the sale of individual types of products (A, B, C), a trend is visible: product B is promising, but A and C are not.

AT). The Z-plot (Fig. 4.12) is used to express the conditions for achieving these values. For example, to evaluate the general trend when registering actual data by month (sales volume, production volume, etc.)

The graph is built as follows:

1) the values ​​​​of the parameter (for example, sales volume) are plotted by months (for a period of one year) from January to December and are connected by straight line segments (broken line 1 in Fig. 4.12);

2) the cumulative amount for each month is calculated and the corresponding graph is built (broken line 2 in Fig. 4.12);

3) final values ​​are calculated (changing total) and the corresponding graph is built. For the changing total, in this case, the total for the year preceding the given month is taken (broken line 3 in Fig. 4.12).

Rice. 4.12. An example of a Z-shaped plot.

The ordinate axis is revenue by months, the abscissa axis is the months of the year.

By changing the total, you can determine the trend of change over a long period. Instead of a changing total, you can plot the planned values ​​on the graph and check the conditions for achieving them.

G). The bar graph (Fig. 4.13) represents the quantitative dependence, expressed by the height of the bar, of such factors as the cost of the product from its type, the amount of waste as a result of marriage from the process, etc. Varieties of the bar graph are the histogram and the Pareto chart. When constructing a graph along the y-axis, the number of factors influencing the process under study is plotted (in this case, the study of incentives to purchase products). On the abscissa axis - factors, each of which corresponds to the height of the column, depending on the number (frequency) of the manifestation of this factor.

Rice. 4.13. An example of a bar chart.

1 - the number of incentives to buy; 2 - incentives to buy;

3 - quality; 4 - price reduction;

5 - warranty periods; 6 - design;

7 - delivery; 8 - others;

If we sort the incentives to buy by the frequency of their occurrence and build a cumulative sum, we get a Pareto chart.

3. Pareto chart.

A scheme built on the basis of grouping by discrete features, ranked in descending order (for example, by frequency of occurrence) and showing the cumulative (cumulative) frequency, is called a Pareto chart (Fig. 4.10). Pareto is an Italian economist and sociologist who used his chart to analyze Italy's wealth.

Rice. 4.14. An example of a Pareto chart:

1 - errors in the production process; 2 - low-quality raw materials;

3 - low-quality tools; 4 - low-quality templates;

5 - low-quality drawings; 6 - other;

А – relative cumulative (cumulative) frequency, %;

n is the number of defective units of production.

The above diagram is built on the basis of grouping defective products by types of marriage and arranging in descending order the number of units of defective products of each type. The Pareto chart can be used very widely. With its help, you can evaluate the effectiveness of the measures taken to improve the quality of products by building it before and after making changes.

4. Cause and effect diagram (Fig. 4.15).

a) an example of a conditional diagram, where:

1 - factors (reasons); 2 - large "bone";

3 - small "bone"; 4 - middle "bone";

5 - "ridge"; 6 - characteristic (result).

b) an example of a cause-and-effect diagram of factors affecting product quality.

Rice. 4.15 Cause-and-effect diagram examples.

A cause and effect diagram is used when it is required to investigate and depict the possible causes of a particular problem. Its application allows you to identify and group the conditions and factors that affect this problem.

Consider the form cause-and-effect diagram in fig. 4.15 (it is also called the "fish skeleton" or Ishikawa diagram).

Chart order:

1. A problem is chosen for solution - a "ridge".
2. The most significant factors and conditions influencing the problem are identified - the causes of the first order.
3. A set of causes influencing significant factors and conditions (causes of the 2nd, 3rd and subsequent orders) is revealed.
4. The diagram is analyzed: factors and conditions are ranked by significance, those reasons that are currently amenable to adjustment are established.
5. A plan for further action is drawn up.

5. Control sheet(cumulative frequency table) is compiled to build histograms distribution, includes the following columns: (Table 4.4).

Table 4.4

Based on the control sheet, a histogram is built (Fig. 4.16), or, with a large number of measurements, probability density curve(Fig. 4.17).

Rice. 4.16. An example of presenting data as a histogram

Rice. 4.17. Types of probability density distribution curves.

The histogram is a bar graph and is used to visualize the distribution of specific parameter values ​​by frequency of occurrence over a certain period of time. By plotting the allowable values ​​of a parameter on a graph, you can determine how often that parameter falls within or out of the allowable range.

When examining the histogram, you can find out whether the batch of products and the technological process are in a satisfactory condition. Consider the following questions:

• what is the width of the distribution in relation to the width of the tolerance;
• what is the center of distribution in relation to the center of the tolerance field;
• what is the form of distribution.

If

a) the form of distribution is symmetrical, then there is a margin for the tolerance field, the distribution center and the center of the tolerance field coincide - the quality of the lot is in a satisfactory condition;

b) the center of distribution is shifted to the right, that is, the fear that among the products (in the rest of the lot) there may be defective products that go beyond the upper tolerance limit. Check if there is a systematic error in the measuring instruments. If not, then continue to produce products by adjusting the operation and shifting the dimensions so that the center of distribution and the center of the tolerance field coincide;

c) the center of distribution is located correctly, however, the width of the distribution coincides with the width of the tolerance field. There are fears that when considering the entire batch, defective products will appear. It is necessary to investigate the accuracy of the equipment, processing conditions, etc. or expand the tolerance field;

d) the distribution center is displaced, which indicates the presence of defective products. It is necessary by adjustment to move the distribution center to the center of the tolerance field and either narrow the distribution width or revise the tolerance;

e) the situation is similar to the previous one, the measures of influence are similar;

f) 2 peaks in the distribution, although the samples were taken from the same lot. This is explained either by the fact that the raw materials were of 2 different grades, or the machine setting was changed in the process of work, or products processed on 2 different machines were combined into 1 batch. In this case, the examination should be carried out in layers;

g) both the width and the distribution center are normal, however, a small part of the products goes beyond the upper tolerance limit and, separating, forms a separate island. Perhaps these products are part of the defective ones, which, due to negligence, were mixed with good ones in the general flow of the technological process. It is necessary to find out the cause and eliminate it.

6. Scatter (scatter) diagram is used to identify the dependence (correlation) of some indicators on others or to determine the degree of correlation between n data pairs for variables x and y:

(x 1 ,y 1), (x 2 ,y 2), ..., (x n , y n).

These data are plotted on a graph (scatterplot), and the correlation coefficient is calculated for them using the formula

,

,

,

covariance;

Standard deviations of random variables x and y;

n– sample size (number of data pairs – Xi and ati);

and - arithmetic mean values Xi and ati respectively.

Consider various variants of scatter diagrams (or correlation fields) in fig. 4.18:

Rice. 4.18. Scatterplot options

When:

a) we can talk about a positive correlation (with increasing x increases y);

b) shows a negative correlation (with increasing x decreases y);

in) with growth x y can both increase and decrease, they speak of the absence of a correlation. But this does not mean that there is no relationship between them, there is no linear relationship between them. An obvious non-linear (exponential) dependence is also presented in the scatter diagram G).

The correlation coefficient always takes values ​​in the interval , i.e. at r>0 - positive correlation, at r=0 - no correlation, at r<0 – отрицательная корреляция.

For the same n data pairs ( x 1 , y 1 ), (x 2 , y 2 ), ..., (x n, y n) you can establish a relationship between x and y. The formula expressing this dependence is called the regression equation (or regression line), and it is represented in general form by the function

at= a +bX.

To determine the regression line (Figure 4.19), it is necessary to statistically evaluate the regression coefficient b and permanent a. For this, the following conditions must be met:

1) the regression line must pass through the points ( x,y) average values x and y.

2) the sum of squared deviations from the regression line of values y must be the smallest over all points.

3) to calculate coefficients a and b formulas are used

.

Those. the regression equation can approximate real data.

Rice. 4.19. Regression line example

7. Control card.

One way to achieve satisfactory quality and maintain it at this level is the use of control charts. To control the quality of the technological process, it is necessary to be able to control those moments when the manufactured products deviate from the tolerances specified by the technical conditions. Let's consider a simple example. Let's follow the work of the lathe for a certain time and measure the diameter of the part made on it (per shift, hour). Based on the results obtained, we construct a graph and get the simplest control card(Fig. 4.20):

Rice. 4.20. Control Chart Example

At point 6 there was a disorder of the technological process, it is necessary to regulate it. The position of the VCG and NCG is determined analytically or according to special tables and depends on the sample size. With a sufficiently large sample size, the limits of the VKG and NKG are determined by the formulas

NKG \u003d -3,

.

VKG and NKG serve to prevent the disorder of the process, when the products still meet the technical requirements.

Control charts are used when it is required to establish the nature of faults and evaluate the stability of the process; when it is necessary to establish whether the process needs regulation or should be left as it is.

A control chart can also confirm process improvement.

The control chart is a means of recognizing deviations due to non-random or special causes from the likely changes inherent in the process. Probable changes rarely recur within predicted limits. Deviations due to non-random or special causes signal that some of the factors affecting the process need to be identified, investigated and controlled.

Control charts are based on mathematical statistics. They use operational data to establish limits within which future research will be expected if the process remains ineffective due to non-random or special reasons.

Information about control charts is also contained in the international standards ISO 7870, ISO 8258.

The most widely used control charts mean X and range control charts R, which are used together or separately. Natural fluctuations between control limits should be controlled. You need to make sure you select the correct control chart type for the specific data type. The data must be taken exactly in the order in which it was collected, otherwise it loses its meaning. No changes should be made to the process during the data collection period. The data should reflect how the process goes naturally.

A checklist can indicate potential problems before a defective product is released.

It is customary to say that a process is out of control if one or more points are out of control.

There are two main types of control charts: for qualitative (pass - fail) and for quantitative signs. For qualitative features, four types of control charts are possible: the number of defects per unit of production; the number of defects in the sample; the proportion of defective products in the sample; the number of defective items in the sample. At the same time, in the first and third cases, the sample size will be variable, and in the second and fourth cases, it will be constant.

Thus, the purposes of using control charts can be:
identification of an unmanaged process;
control over the controlled process;
evaluation of process capabilities.

The following variable (process variable) or characteristic is usually to be studied:
known important or most important;
presumably unreliable;
on which you need to get information about the capabilities of the process;
operational, relevant in marketing.

In this case, it is not necessary to control all the quantities at the same time. Control cards cost money, so you need to use them wisely: choose stats carefully; Stop Mapping When Goal is Achieved: Continue to map only when processes and technical requirements are holding each other back.

It must be kept in mind that the process may be in a state of statistical regulation and give 100% rejects. Conversely, it can be unmanageable and produce products that meet 100% of the technical requirements.

Control charts allow you to analyze the possibilities of the process. Process capability is the ability to function properly. Typically, process capability refers to the ability to meet technical requirements.

There are the following types of control charts:

1. Control charts for quantitative control (measured values ​​are expressed as quantitative values):

a) the control chart consists of the control chart, which reflects the control over the change in the arithmetic mean, and the control chart R, which serves to control changes in the dispersion of the values ​​of the quality indicators. It is used when measuring such indicators as length, mass, diameter, time, tensile strength, roughness, profit, etc.;

b) The control chart consists of a control chart that controls the change in the value of the median, and a control chart R. It is used in the same cases as the previous card. However, it is simpler, and therefore more suitable for filling in the workplace.

2. Control charts for regulation on qualitative grounds:

a) control card p(for the proportion of defective products) or the percentage of rejects, is used to control and regulate the technological process after checking a small batch of products and dividing them into good and defective ones, i.e. identify them by quality. The proportion of defective items is obtained by dividing the number of defective items found by the number of items inspected. It can also be used to determine the intensity of output, the percentage of absenteeism, etc.;

b) control card pn(number of rejects), is used in cases where the controlled parameter is the number of defective products with a constant sample size n. Pretty much the same as the map. p;

c) control card c(number of defects per one product), is used when the number of defects found among constant volumes of products is controlled (cars - one or 5 transport units, sheet steel - one or 10 sheets);

d) control card n(number of defects per unit area), is used when the area, length, mass, volume, grade are not constant and it is impossible to treat the sample as a constant volume.

When defective products are found, it is advisable to attach different labels to them: for defective products detected by the operator (type A), and for defective products detected by the inspector (type B). For example, in case A - red letters on a white field, in case B - black letters on a white field.

The label indicates the part number, product name, technological process, place of work, year, month and date, the nature of the defect, the number of failures, the cause of the defect, and the measures taken.

Depending on the goals and objectives product quality analysis, as well as the possibilities of obtaining the data necessary for its implementation, analytical methods for its implementation differ significantly. This is also affected by the stage of the product life cycle covered by the activities of the enterprise.

At the stages of design, technological planning, preparation and mastering of production, it is advisable to use functional cost analysis (FCA): this is a method of systematic study of the functions of an individual product or technological, production, economic process, structure, focused on improving the efficiency of resource use by optimizing the ratio between consumer properties object and the costs of its development, production and operation.

Basic Principles FSA applications are:
1. functional approach to the object of study;
2. a systematic approach to the analysis of the object and its functions;
3. study of the functions of the object and their material carriers at all stages of the life cycle of the product;
4. compliance of the quality and usefulness of product functions with their costs;
5. collective creativity.

The functions performed by the product and its components can be grouped according to a number of features. By area of ​​manifestation functions are divided into external andinternal. External - these are the functions performed by the object when it interacts with the external environment. Internal - functions that perform any elements of the object, and their connections within the boundaries of the object.

According to the role in meeting the needs among external functions, there are major and minor. The main function reflects the main goal of creating an object, and the secondary function reflects a secondary one.

By role in the workflow, internal functions can be divided into main and auxiliary. The main function is subordinate to the main one and determines the operability of the object. With the help of auxiliary, the main, secondary and main functions are implemented.

According to the nature of the manifestation, all of the listed functions are divided into nominal, potential and actual. Nominal values ​​are set during the formation, creation of an object and are mandatory. Potential reflect the ability of the object to perform any functions when the conditions of its operation change. Real are the functions actually performed by the object.

All functions of an object can be useful or useless, and the latter can be neutral and harmful.

The purpose of the functional cost analysis is to develop the useful functions of the object with the optimal ratio between their significance for the consumer and the costs of their implementation, i.e. in the choice of the most favorable for the consumer and the manufacturer, if we are talking about the production of products, a solution to the problem of product quality and its cost. Mathematically, the goal of the FSA can be written as follows:

where PS is the use value of the analyzed object, expressed as a set of its use properties (PS=∑nc i);

3 - the costs of achieving the necessary consumer properties.

Related questions

1. What do you understand by quality planning?
2. What are the objectives and subject of quality planning?
3. What are the specifics of quality planning?
4. What are the directions of planning to improve the quality of products at the enterprise?
5. What is the new strategy in quality management and how does it affect the planned activities of the enterprise?
6. What is the peculiarity of planned work in the divisions of the enterprise?
7. What international and national quality management bodies do you know?
8. What is the composition of the quality management services at the enterprise?
9. What do the terms "motive" and "staff motivation" mean?
10. What parameters that determine the actions of the performer can the manager control?
11. What methods of reward do you know?
12. What is the content of theories X, Y, Z?
13. What is the essence of A. Maslow's motivational model?
14. What types of rewards are used in management?
15. What are the features of the motivation of people in Russia?
16. What types of quality awards do you know?
17. What is the essence of quality control processes?
18. List the stages of the control process.
19. On what basis are the types of control distinguished?
20. What is a test? What types of tests do you know?
21. What are the criteria for the decision to control?
22. What is the product quality control system?
23. What is the structure of the QCD and what tasks are assigned to it?
24. Determine the main elements of the marriage prevention system in the enterprise.
25. What is technical control and what are its tasks?
26. What types of technical control do you know?
27. What is the purpose and what is the scope of statistical methods of quality control?
28. What statistical quality control methods do you know and what is their meaning?
29. What is the FSA and what is its content?

Previous

Quality control is an important function in quality management in an enterprise.
GOST 15467-79 “Product quality management. Basic concepts" regulates product quality as a set of properties that determine the suitability of products to meet specific needs in accordance with the purpose. Each product has certain properties that characterize the quality. General criteria for assessing quality are established in regulatory documentation: technical regulations, standards, specifications for specific types of products. Thus, cosmetic products must be manufactured in accordance with the requirements of TR CU 009/2011 and standards for a certain type of product, for example, GOST 31460-2012 “Cosmetic creams”. In addition, each product has its own consumer properties.

Thus, the concept of "quality" is associated with meeting consumer expectations for a particular product, which means it is an important component of the product's competitiveness and a guarantee that the product will be sold and will win a large audience in any economic situation.

What is quality control?

A number of sources give the following definitions of the term "control". In the ISO 9000:2015 standard, control refers to the determination of compliance with specified requirements. According to GOST 15467-79, quality control means checking the compliance of product quality indicators with established requirements. This activity is carried out in order to confirm that the manufactured finished products meet or do not meet the requirements established in the regulatory documentation.

Quality control, regardless of the methods used, involves, first of all, the separation of relevant products from defective ones. Of course, product quality will not improve due to rejection, but, as a rule, an effective quality control system in most cases contributes to the timely prevention or reduction of failures and errors in operation, followed by their correction with minimal material costs and losses. Therefore, in the control process, special attention is paid to careful control of production processes and the prevention of defects.

As a rule, production control confirms the fulfillment of established (specified) requirements for processes and products and includes:

Input control of purchased resources (raw materials, packaging materials);

Quality control in the production process;

Quality control of finished products.

Quality control is subject to:

Purchased raw materials, materials and other resources;

Produced semi-finished products and finished products;

Availability of regulatory documents for testing, including sampling;

Availability of necessary premises, equipment, consumables.

The control procedure, as a rule, is regulated by the documents of the management system and is carried out at regular intervals and is reduced to the measurement of certain indicators and their comparison with the reference ones. A mandatory requirement is the separation and isolation of non-conforming products (rejects) from the rest. When nonconformities are identified, further production should be suspended, and resumption is possible only after the causes of the nonconformity have been eliminated. Therefore, control is not always carried out according to plan. It is also possible to carry out unscheduled (emergency) control in conditions when at any stage of production a threat to quality is identified and recorded or there is a danger of violations. For example, in case of problems with water supply, it is possible to increase the number of laboratory tests of water or control some additional parameter of water quality.

The main role in the organization of the control process is played by the distribution of responsibility and authority. It is necessary that each employee meets the requirements for skills and experience, and strictly performs their duties. Here, an important point is the formation of the ideology of the unacceptability and inadmissibility of marriage, the ideology of personal responsibility of the employee responsible for the performance of work and the quality of products. The level of control, first of all, depends on the qualifications of the personnel, their attention to the process of control and production. The most reliable way to minimize discrepancies is to organize training and certification of personnel.

Thus, quality control is based on the responsibility of each employee for the work performed, which makes it possible to monitor the quality of products in a timely manner: to suspend the production of defects in a timely manner without passing it on to subsequent stages of production, to take timely measures to normalize the process of production of products that meet the established (specified) requirements . But, nevertheless, priority must be given to the prevention of deviations, and not to the identification and elimination of defects.

As a rule, the quality control process includes taking samples (samples) at certain stages of the product life cycle, conducting established tests, and recording test results. All logged data is analyzed for possible failures that could lead to quality degradation, and stored for a set amount of time.

Based on the results of the control, one of the following decisions can be made:

Recognition of products that meet the established (specified) requirements;

Identification of marriage (non-conforming products) and implementation of actions to manage such products;

Processing of products with subsequent re-control;

Making changes to processes.

In addition to recording, the result of the control can be confirmed visually, where appropriate, for example, by marking with labels or tags.

Important in the process of quality control is the constant desire to improve quality by attracting the latest technologies. Science is moving forward, higher quality standards are emerging. It is important to monitor the emergence of modern equipment and new test methods.

Input control

Most often, the company does not produce all the necessary materials from which it manufactures its products. A significant part of them is purchased from other enterprises. In order to confirm the conformity of the products purchased from the supplier, an incoming control is carried out. Such a check makes it possible to identify inconsistencies and deviations from the norm even at the stage of acceptance and prevent inappropriate raw materials from being put into production, on which the quality of the finished product directly depends.

Input control, as a rule, involves an external inspection (packaging integrity, labeling, quantity) and testing for certain quality and safety indicators.

Each batch of incoming materials must be subjected to incoming control, so the process is very laborious. But by building mutually beneficial relationships with suppliers, when criteria for evaluating and selecting suppliers are established, when the supplier is verified and “approved”, it is possible to reduce the amount of input control. Therefore, incoming control is often considered as one of the elements of the relationship with the supplier.

The effectiveness of input control is evidenced by the absence or decrease in cases of transfer of non-conforming raw materials and materials to production. Imperfection of the input control process can bring losses to the manufacturer, because the lack of an adequate level of quality of incoming raw materials can lead not only to defects in manufactured products, but also to delays in fulfilling obligations to the customer (consumer), to an increase in the cost of production due to the elimination of defects.

Control in the production process

Control in the production process is associated with tracking quality directly during production at certain stages. At the same time, samples (samples) are taken and their quality is controlled. It is important not to pass rejects to subsequent stages of production in order to avoid unplanned and unnecessary costs associated with the processing or disposal of such products.

Control involves checking products for compliance with reference samples, including appearance parameters, correct labeling, as well as laboratory tests for certain quality indicators. The main goal is the timely detection of deviations and, if necessary, the adjustment of technological processes to ensure that the quality of the products produced is consistent. Therefore, it is necessary to manage not only the quality of the products themselves, but also the processes. It is necessary to control compliance with the requirements of technological instructions and standard operating procedures (SOP) at all stages of the production cycle, including the stages of storage and transportation, at which product damage is also possible.

In addition, it is important in production to conduct microbiological monitoring of production equipment, premises, air entering the production premises, control of microbial contamination of hands and workwear of personnel, control of the technical condition of equipment, control of compliance with safety regulations and compliance with order. It should be noted that the order in the workplace contributes to the improvement of the quality of products, increases productivity. While disorder leads to sloppiness and errors in work, increasing deviations from established requirements.

Finished product control

The purpose of quality control of finished products– establishing the conformity of finished products with regulatory requirements and protecting consumers from unintentionally receiving non-conforming products. This type of control is the resulting stage. Finished products can be sold only when their quality meets the established requirements of regulatory documentation.

Production control

Quality control- an integral part of production processes, playing an important role as one of the functions of enterprise management. It is known that the leading position in the market is achieved by enterprises that are able to ensure the quality of their products. At KorolevPharm LLC, one of the principles is consumer orientation. Each employee understands that the company operates at the expense of its customers, and therefore it is necessary to produce products that meet all the specified requirements, characterized by stable quality. Control is carried out at all stages of the production cycle within the framework of the management system. A full range of testing of raw materials, packaging materials, semi-finished products, finished products in terms of physical, chemical and microbiological parameters, as well as microbiological monitoring of production is carried out by specialists of the Analytical Laboratory. To ensure quality, KorolevPharm LLC annually spends funds that it invests in modern equipment for quality control of purchased raw materials and manufactured finished products, mastering modern control methods, as well as staff development.

The main task of the quality control system- identify the stages at which problems may arise, and thus optimize the work of quality control personnel: pay attention where it is needed, and do not do unnecessary work where this is not required. The company considers the quality of its products to be one of the most important indicators of its activity.