Big encyclopedia of oil and gas. Radchenko L.A. Organization of production at catering establishments

Plan

Introduction

Product quality, indicators and methods for assessing its level

1 Product quality: basic concepts, terms and definitions

2 Classification of product quality indicators

3 Methods for assessing the level of product quality

Analysis and assessment of the quality of products of OJSC "Omskshina"

1 Characteristics of the enterprise’s activities

2 Policy of OJSC “Omskshina” in the field of quality

3 Assessment of product quality of OJSC Omskshina

The main directions for improving the quality of products of OJSC Omskshina

1 Foreign and domestic experience in product quality management

2 Ways to improve product quality at an enterprise

Conclusion

List of used literature

Introduction

One of the main tasks of any modern enterprise is to ensure high quality of products.

Quality is a very complex, contradictory and non-obvious category. It permeates all aspects of people’s lives and is the most important stimulus for the activities of every person and society as a whole.

Quality requirements are determined by international standards ISO 9000.

According to ISO 8402, “Quality is the sum of the characteristics of an object related to its ability to satisfy stated and expected customer needs.”

According to the ISO 9000:2000 standard, “Quality is the degree to which inherent characteristics meet specified requirements.”

The difference in the above definitions of the term “quality” is fundamental, since the words “needs” and “requirements” have different meanings: requirements often do not correspond to needs.

The enterprise's quality system, which meets the requirements of these standards and the principles of total quality management, is focused on ensuring the level of product quality that is required by the consumer.

In conditions of developed competitive relations, the quality of goods is most often considered as the degree of their compliance with the specific requirements of specific consumers. Work to improve quality should begin with identifying the needs of the consumer and end with identifying his perception of the results of this improvement.

Improving quality is justified only in cases where it is perceived by the consumer. Only those enterprises in which each employee is focused on quality, has appropriate motivation and qualifications, and actively contributes to meeting the needs of both internal and external consumers can provide the required quality.

Variability is a very contradictory phenomenon, since it can be controlled and spontaneous, positive and negative. It is the result of the action of the most important philosophical law of the transition of quantitative changes into qualitative ones. Under the influence of certain factors, an evolutionary accumulation of quantitative changes gradually occurs in products, leading to a significant change in its quality, which is called a quantitative leap.

Quality improvement is achieved, essentially, by purposefully providing the necessary positive quantitative jumps and eliminating spontaneous negative ones, which are the result of a gradual deterioration in the properties of the product.

Small improvements are achieved, as a rule, by minor changes in technology, storage, and transportation of products. A new qualitative state is possible only with the use of radical measures of influence, the search for and improvement of which humanity is constantly engaged in.

The purpose of this study is to identify ways to improve the quality of products manufactured by the enterprise.

To achieve this goal, it is necessary to solve the following tasks:

study the basic concepts of product quality, indicators and methods for assessing its level;

analyze and evaluate the quality of products of OJSC Omskshina;

study foreign and domestic experience in minimizing non-conformity and improving product quality;

determine ways to improve the quality of products of OJSC Omskshina.

The object of study in this work is the quality of products manufactured by OJSC Omskshina.

The subject of the research is the indicators, methods and quantitative side of the quality of manufactured products.

Theoretical aspects of product quality were studied in the works of famous scientists, which, first of all, include the works of V.V. Efimov, T.A. Salimova, V.M. Mishin, V.I. Gissin, S.D. Ilyenkova, O.V. Aristov, E.V. Minko, M.M. Kanne, Y.T. Shestopal and others.

However, issues of theory, methodology and practice of product quality management in an enterprise’s quality system remain poorly understood.

The information base of this thesis is the annual reports of the enterprise, balance sheet, profit and loss statements and various documents, and reports of the technical control department of OJSC Omskshina. As well as the magazines “Quality Management”, “Certification”, “Quality Standards”, “Quality Management Methods” and others.

The practical significance of this work lies in the fact that the analysis of the financial results of the enterprise with an ongoing analysis of product quality made it possible to identify the main causes of defects and complaints and, accordingly, make adequate proposals to improve the quality of manufactured products. The proposed measures have practical significance and can lead to increased efficiency of the enterprise as a whole.

This thesis consists of an introduction, conclusion and three chapters. The first chapter examines in detail the basic concepts of product quality; a classification of product quality indicators is carried out and the main methods for assessing the level of product quality are determined.

The second chapter provides a description of the activities of OJSC Omskshina; The company's policy in the field of quality is considered and the quality of products of OJSC Omskshina is assessed using indirect indicators.

The third chapter examines domestic and foreign experience in product quality management and determines ways to improve the quality of products manufactured by OJSC Omskshina.

1. Product quality, indicators and methods for assessing its level

.1 Product quality: basic concepts, terms and definitions

IN modern conditions transition to a market economy among many problems associated with ensuring both survival and subsequent normal development enterprises and organizations, the main and decisive problem is the quality of products, works and services. In the coming years, those enterprises that can provide not only the highest labor productivity, but also high quality, novelty and competitiveness of products will be in a better position.

Quality is a very complex, contradictory and non-obvious category. It permeates all aspects of people’s lives and is the most important stimulus for the activities of every person and society as a whole.

Despite the fact that the concept of “quality” has existed for many centuries, discussions about what it is do not stop. The variety of concepts of “quality” is caused by the variety of phenomena and relationships that determine the processes of people’s existence, the formation of needs, the state of production and consumption of goods. Each of the concepts corresponds to specific situations in relation to which it is used.

Concepts and terms used in the field of quality management are defined by international and national standards. International standard ISO 8402 - 94 establishes quality terms, explains their essence and how they are applied in the ISO 9000 series of standards “Quality systems”.

Quality is defined as a set of characteristics of an object related to its ability to satisfy stated and expected needs.

Dr. Edward Deming, who made enormous contributions to the theory and practice of quality management, noted that quality management does not mean achieving perfection. It means producing products efficiently and at a quality that meets market expectations.

Joseph-M. Juran, a world-renowned American management scholar, drew attention to two different meanings of the term “quality.” One is consumer-oriented quality. These are the properties that make people want to buy a product. At the same time, there is quality that characterizes the technical level of product manufacturing - defects and failures that cause the need for rework.

For a long time on many domestic industrial enterprises and in trade, product quality was perceived as the degree of its defect-free nature, since it was defects, failures and other non-compliances of products with the requirements of regulatory documents that were controlled by technical control departments in industry and quality control services in trade.

Work to improve quality should begin with identifying the needs of the consumer and end with identifying his perception of the results of this improvement. Improving quality is justified only in cases where it is perceived by the consumer. Only those enterprises in which each employee is focused on quality, has appropriate motivation and qualifications, and actively contributes to meeting the needs of both internal and external consumers can provide the required quality.

An object is something that can be individually described and considered, that is, it is a broad concept that includes not only a product, but also an activity or process, an organization or a person.

The introduction of the concept of “object” made it possible to consider quality not only in relation to products, but also to any objects related to quality assurance, which made it possible to design each process in the quality system as a set of resources (personnel, services, raw materials, technology) and activities.

Products are considered as the result of an activity or process, that is, the result of a set of interrelated or interacting activities that transform input into output.

According to GOST 15467 - 79 “Product Quality Management” basic concepts, terms and definitions, product quality is a set of properties that determine its suitability to meet certain needs in accordance with its intended purpose.

When dealing with quality issues, it is important to know that products, like everything else, are subject to constant variability (variability), due to a wide variety of reasons.

A product property is an objective feature that manifests itself during the creation, operation or consumption of a product. The term “exploitation” applies to those products that consume their resource during use, and “consumption” refers to those that consume themselves when used. Properties can be divided into simple and complex.

Process? it is a sequential interrelated or interacting activity to transform input into output, during which added value is created.

For the process to function, inputs, control actions and resources are supplied to it.

Input - materials or information transformed by a process to create outputs.

The output is the result of transforming the inputs.

Resources are contributing factors that are not converted into outputs. Resources include people, equipment, materials, facilities and environmental requirements.

The essence of the process approach is that the implementation of each job is considered as a process, and the functioning of the organization is considered as a chain of interconnected processes necessary to produce a product or provide a service. Any process has boundaries determined by the initial situation (input) and the final situation (output). The input is the process resources. The input to the processes are materials and information that meet all the necessary requirements for the smooth and economical implementation of the processes. The output must meet established requirements, customer requirements and expectations. Often the output of one process forms directly the input of the next. It is important to establish the interaction of all processes that are “input” or “output” in relation to each other. In Fig. Figure 1 presents a general diagram of the process approach.

Rice. 1 - General scheme process approach

Control? a procedure for assessing conformity by observation and judgment accompanied by appropriate measurements, tests or calibrations.

Test - determination of one or more characteristics according to an established procedure.

Non-compliance is failure to comply with a requirement.

Defect - failure to fulfill a requirement associated with a proposed or specified use.

Corrective action? action taken to eliminate the cause of a detected nonconformity or other undesirable situation

Preventative action? action taken to eliminate the cause of a potential nonconformity or other potentially undesirable situation.

Preventive action is taken to prevent the event from occurring, corrective action is taken to prevent the event from occurring again.

Documented procedure? developed, documented, implemented and maintained established method carrying out an activity or process.

Verification? confirmation, based on the provision of objective evidence, that specified requirements have been met.

Validation? confirmation, based on the presentation of objective evidence, that the requirements for a particular intended use or application have been met.

The terms “verification” and “validation” are the most difficult to understand when carrying out development, internal and external audits, and QMS certification. Due to their misunderstanding, gross procedural errors in documentation often occur. The differences between them are as follows. Verification is aimed at confirming those requirements that must certainly be met when creating a QMS. To achieve these requirements, the organization carries out internal audits, corrective actions and improvements. The term "verified" is used to indicate the corresponding status.

The term “validation” means confirmation of only those requirements for a product that are associated with its use. However, in certain situations, ensuring that the output data matches the input data may not be necessary.

Analysis? activities undertaken to establish the suitability, adequacy, and effectiveness of the object in question to achieve established goals. The analysis may also include determining effectiveness.

Quality policy? the overall intentions and direction of an organization's quality activities as formally articulated by overall management. The quality policy is consistent with the overall policy of the organization and provides the basis for setting quality objectives.

Quality goals? what is achieved or strived for in the field of quality. Quality objectives are usually based on the organization's quality policy and are usually established for relevant functions and levels of the organization.

Quality planning? part of quality management aimed at establishing quality goals, defining the necessary operational processes of the product life cycle and the corresponding resources to achieve quality goals.

ISO 9000:2000 requires an organization to plan for quality and determine how this planning can be implemented. Quality plans must be consistent with the quality policy and must be regularly reviewed to accommodate changes due to changing requirements of the customer, society and other interested parties.

One of the domestic creators of quality theory, Professor A.V. Glichev deeply and comprehensively studied the category of quality, showed its complexity and versatility, and emphasized the need for a comprehensive consideration of the technical, economic and other aspects of quality in unity and interconnection.

Quality control? part of quality management aimed at meeting quality requirements. It includes process control and corrective actions to eliminate the causes of unsatisfactory functioning of organizational units at all stages of the life cycle and create products that satisfy the interests of the consumer. Management consists of the consistent implementation of the PDCA cycle (“plan - do - check - act”). The cyclical nature of the management process is manifested in the fact that monitoring the results obtained should serve as the basis for adjusting previously carried out actions and setting subsequent goals and objectives.

In accordance with GOST 15467, product quality management is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.

Quality assurance? part of quality management aimed at creating confidence among management and consumers that quality requirements will be met. It includes planned and systematically implemented activities to meet requirements, including oversight of everything related to quality in the organization.

Improved quality? part of quality management aimed at increasing the ability to meet quality requirements.

Customer satisfaction? consumer perception of the extent to which their requirements are being met.

A common indicator of low customer satisfaction is complaints, but their absence does not necessarily imply high customer satisfaction, even if customer requirements have been agreed upon and met.

Productivity? the degree of implementation of planned activities and achievement of planned results.

Efficiency? connection between achieved result and resources used. The economic efficiency indicator characterizes the ability of the QMS operating in an organization to produce an economic effect.

Continuous improvement is a repeated activity to increase the ability to meet requirements.

Continuous improvement? one of the basic principles of modern quality management. The process of establishing ever higher goals in the field of quality management and searching for opportunities for improvement in the organization’s activities is constant when creating a QMS and ensuring its functioning. Improvement is carried out based on the results of internal and external audits, a comprehensive analysis of data on the organization’s activities and the state of the QMS, analysis by management, as well as using other means. Elimination of identified inconsistencies and their causes is then carried out using preventive and corrective actions.

System? a set of interconnected and interacting elements.

Management system? a system for developing policies and goals and achieving those goals. An organization's management system may include various systems management, such as quality management system, management system financial activities, environmental management system and others.

Quality Management System? a management system for directing and controlling an organization with regard to quality.

To carry out practical work in the field of quality management and the creation of a QMS, all entities related to it must use a single standardized terminology. When standardizing terms, basic concepts are established and classified. This ensures mutual understanding among everyone who is professionally involved in solving problems in the field of quality, and largely determines the success in the development of quality management systems.

The QMS is part of an organization's management system aimed at meeting the needs, expectations and requirements of interested parties to achieve results in accordance with quality objectives. Quality objectives complement other organizational objectives related to development, financing, 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 facilitate planning, resource allocation, setting additional goals, and assessing the overall performance of the organization. An organization's management system can be assessed against the organization's own requirements. It can also be checked for compliance international standards, such as ISO 9001 and ISO 14001. These audits (checks) can be carried out separately or jointly.

1.2 Classification of product quality indicators

Depending on the nature of the tasks being solved in assessing product quality, indicators can be classified according to various criteria.

Table 1 presents the classification of product quality indicators.

Single indicators characterizing one of the properties of a product can relate to both a unit of product and a set of units of homogeneous products.

Complex indicators characterize together several simple properties or one complex property consisting of several simple ones.

Table 1 - Classification of product quality indicators

Sign of classification of indicators Groups of product quality indicators By the number of characterized properties Single Complex Integral By characterized properties Purpose Reliability Economy Ergonomic Aesthetic Manufacturability Standardization and unification Patent-legal Environmental Safety Transportability By method of expression In natural units (kg, mm, points, etc.) In monetary terms By stages of determining the values ​​of indicators Forecast Project Production Operational

Integral indicators reflect the ratio of the total beneficial effect from the operation of a product to the total costs of its creation and operation.

The calculation of integral indicators (I) for technical devices with a service life of more than one year can be made using formula 1:

Where? total beneficial effect from the operation of a technical device for billing period or useful life;

Costs of creating a technical device in year t;

Costs of operating a technical device in year t;

Coefficient of reduction of multi-time costs to one year;

T - billing period.

Purpose indicators characterize the properties of a product, determining the main functions for which it is intended to perform, and determine the scope of its application. They are divided into indicators of functional and technical efficiency; constructive; indicators of composition and structure.

Reliability indicators characterize the properties of reliability, durability, maintainability, and storage.

Failure-free operation shows the property of a continuous product to remain operational for some time or some operating time, expressed in the probability of failure-free operation, average time to failure, failure rate.

Maintainability is a property of a product that consists in its adaptability to preventing and detecting their consequences through repairs and maintenance. Single indicators of maintainability are the probability of restoration to a working condition and the average recovery time. The recoverability of a product is characterized by the average recovery time to a given value of the quality indicator and the level of recovery.

Storability is the property of products to maintain a serviceable and functional state suitable for consumption during and after storage and transportation. Single indicators of shelf life can be the average shelf life and the assigned shelf life.

Durability - the property of a product to remain operational until the onset of limit state at installed system maintenance and repairs. Single indicators of durability are the average resource, the average service life.

Ergonomic indicators characterizing the system “person - product - environment of use” and taking into account the complex of hygienic, anthropometric, physiological and psychological properties of a person are divided into the following groups:

hygienic;

anthropometric;

physiological;

psychological.

Efficiency indicators determine the perfection of a product based on the level of material, fuel, energy and labor resources for its production and operation.

Aesthetic indicators characterize the informational and artistic expressiveness of the product, the rationality of the form, and the integrity of the composition.

Manufacturability indicators relate to such properties of a product design that determine its suitability for achieving optimal costs during production, operation and restoration of specified values ​​of quality indicators. Single indicators of manufacturability are specific labor intensity, material intensity, energy intensity of product manufacturing and operation, etc.

Indicators of standardization and unification characterize the saturation of a product with standard, unified and original components, which are the parts, assemblies, assemblies, kits and complexes included in it. This group includes the coefficient of applicability, coefficient of repeatability, coefficient of unification of a product or group of products.

Patent legal indicators characterize the degree of patent protection of the patent purity of technical solutions used in a product, which determines its competitiveness in the domestic and foreign markets.

Environmental indicators determine the level of harmful effects on the environment during operation or consumption of a product.

Safety indicators characterize the features of a product that determine the safety of humans and other objects during its use. They must reflect the requirements for measures and means of human protection in an emergency situation that is not authorized and not provided for by the operating rules in a possible danger zone.

The indicator by which the decision is made to evaluate the quantity of production is called determining. The properties taken into account by the defining indicator can be characterized by single and complex quality indicators.

Summary indicators are average values. Taking into account quantitative assessments of the main properties of products and their weight coefficients.

The optimal value of the product quality indicator is one at which the greatest beneficial effect from the operation of the product is achieved at the given costs of its creation and operation, which can be calculated using the previously given formula.

The quality indicators discussed above can be used mainly to evaluate industrial products. They are similar to indicators of the quality of consumer goods, but they must take into account the specific purpose and use of these items.

When assessing domestic goods for the population, indicators such as grade, complexity group, brand, and quality category are used.

Is gradation used in world practice to assess the degree of superiority of products? category or grade assigned to products that have the same functional use but different quality requirements. When designating numerically, the highest class is usually assigned the number 1, and when designating by the number of any characters, such as asterisks, usually the lower class has a smaller number of such characters.

According to the Federal Law of the Russian Federation “On the Protection of Consumer Rights” of December 5, 1995, for durable goods the manufacturer is obliged to establish a service life, but for food products, perfumes, medicines, household chemicals? best before date. These two indicators establish periods after which the product poses a danger to the life, health and property of the consumer or becomes unsuitable for its intended use.

Features of assessing the quality of industrial and technical products and consumer goods are reflected in industry normative and technical documentation, which regulates the selection of a range of quality indicators, methods for their calculation and scope of application.

1.3 Methods for assessing the level of product quality

Product quality level? this is a relative characteristic of its quality, based on a comparison of the values ​​of quality indicators, based on a comparison of the values ​​of quality indicators of the product under evaluation with the basic values ​​of the corresponding indicators. The basic value of the indicator is the optimal level that is actually achievable for a certain period of time.

In Fig. 2 the classification of methods for determining product quality indicators is considered.

The measuring method is based on information obtained using technical measuring instruments. Using the measuring method, the following values ​​are determined: product mass, engine speed, product size, vehicle speed, etc.

Rice. 2 - Classification of methods for determining product quality indicators

The calculation method is based on the use of information obtained using theoretical or empirical dependencies. This method is used when designing products when the latter cannot yet be the object of experimental research. The calculation method is used to determine product mass values, performance indicators, etc.

The organoleptic method is based on the use of information obtained from the analysis of the perceptions of the senses: vision, hearing, smell, touch, taste. In this case, the human senses serve as receivers for receiving corresponding sensations, and the values ​​of the indicators are found by analyzing the sensations obtained based on existing experience and are expressed in points.

The registration method is based on the use of information obtained by counting the number of specific events, items or costs.

Depending on the source of information, methods for determining the values ​​of product quality indicators are divided into traditional, expert, and sociological.

The traditional method is carried out by officials of specialized experimental and calculation departments of enterprises and institutions.

The expert method for assessing product quality indicators is implemented by a group of expert specialists. Using the expert method, the values ​​of such quality indicators are determined that cannot be determined by more objective methods.

Sociological method determining product quality indicators is used by actual or potential consumers of products. Consumer opinions are collected through surveys or using special questionnaires, exhibitions, conferences, etc.

Methods for assessing the level of product quality use differential, complex or mixed methods.

The differential method for assessing the level of product quality is based on the use of single indicators to determine which of them have reached the level of the basic sample and which values ​​differ most from the basic ones. Calculation of relative indicators of product quality () is carried out according to formula 2:

where Pi - numeric value i - th indicator of the quality of the evaluated products;

Pib - the value of the i -th basic indicator; = 1, ..., n - the number of quality indicators being assessed.

As a result of calculations made according to formula 1, an improvement in quality can correspond to both an increase and a decrease in the relative indicator. If there are regulatory restrictions for quality indicators, the relative indicator is calculated using formula 3:

Where - normative meaning i-th indicator.

If some relative indicators according to the calculation results turned out to be better and others worse, a complex or mixed assessment method is used. The quality level of the evaluated product, for which the value of each indicator is essential, is considered lower than the basic one if at least one of the relative indicators is worse.

The complex method is based on the use of a generalized indicator of product quality, which is a function of individual indicators. The generalized indicator can be expressed by the main indicator reflecting the main purpose of the product, integral or weighted average.

If available necessary information, determine the main indicator and establish its functional dependence on the initial indicators.

The integral indicator is used when it is possible to establish the total beneficial effect of the operation or consumption of products and the total costs of creating and operating the product. Its calculation is carried out according to the previously given formula 1.

Weighted average indicators are used if it is impossible to establish the functional dependence of the main indicator on the initial quality indicators, but it is possible to determine the weight parameters of the averaged indicators with a sufficient degree of accuracy.

The mixed method is based on the simultaneous use of single and complex indicators for assessing product quality. It is used in cases where the set of individual indicators is quite extensive and the analysis of the values ​​of each of them using the differential method does not allow one to obtain general conclusions, or when the generalized indicator using the complex method does not fully take into account all the essential properties of the product and does not allow one to draw conclusions about groups of properties.

With a mixed method, it is necessary to combine some of the single indicators into groups and for each determine the corresponding complex indicator, while individual important indicators can not be combined, but used as single indicators. Based on the resulting set of complex and individual indicators, the level of product quality can be assessed using the differential method.

To assess the quality of a set of types of heterogeneous products, quality and defectiveness indices are used.

The quality index is a complex indicator of the quality of heterogeneous products, which is equal to the weighted average of the relative values ​​of the quality indicators of these products. Determined by formula 4:

where is the weight coefficient of the i-th type of product;

complex indicator of the quality of the i-th type of product;

Basic complex indicator of the quality of the i-th type of product; = 1, ..., s - number of types of products.

In turn, the weight coefficient is determined by formula 5:

where Ci is the cost of products of the i-th type in the period under review.

The defectiveness index () is a comprehensive indicator of the quality of heterogeneous products produced during the period under review, equal to the weighted average of the defectiveness coefficients of these products.

Determined by the formula:

Where? the relative defect rate of products of the i-th type, which is an indicator of the quality of product manufacturing.

The defect rate (Q) can be calculated using formula 7:

where D is the value of the defect rate of products produced in the period under review;

The base value of the defect rate of products produced in the base period.

Quality and defectiveness indices are universal indicators that can be used to assess the quality of an enterprise’s products as a whole and analyze its changes over a number of years.

To assess the quality and competitiveness of a product, it is possible to use a scoring method, according to which a point is assigned to each quality parameter of the product, taking into account the significance of this parameter for the product as a whole and the scale chosen for evaluation - 5-10-100 points. After this, the average score of the product is determined, characterizing the level of its quality in points. By dividing the price of the product by the average score, the cost of one average score is calculated using formula 8:

where P is the price of the product;

The average score of the product, taking into account its quality parameters.

It is advisable to carry out such a calculation when comparative analysis products to decide on their launch into production or the effectiveness of proposed qualitative improvements.

Quality parameters include both technical and economic parameters, as well as aesthetic, organoleptic properties, compliance with fashion, etc. To calculate the price of new products, you can use the following formula 9:

where Рн is the price of new products, den. units;

Price of basic products, den. units;

The sum of points characterizing the quality parameters of the basic products;

The sum of points characterizing the quality parameters of new products;

The average price of one point characterizing the quality parameters of the basic product.

The unit price method is similar to scoring. It consists in determining the price based on calculating the cost per unit of the main quality parameter: power, productivity, etc. Formulas 10 and 11 are used for calculation:

Where? value of the main quality parameter of the base product, point;

The value of the main quality parameter of a new product, point;

The ratio of the main quality parameters of the new and basic products.

In practice, to resolve the issue of choosing a product to put into production, all types of design analysis must be carried out: commercial, technical, organizational, social, environmental and economic. To do this, you should use all methods available in each specific situation. Only such an analysis can be considered complete and provide an objective result for making management decisions.

In some industries related to special conditions production and requirements for product quality. Enterprises in such industries plan for technological losses that take this percentage into account. When the actual yield of suitable products increases, the costs of technological losses are reduced.

The actual yield of suitable products is determined by formula 12:

Where? the number of products manufactured in the reporting period in accordance with scientific and technical documentation and delivered to the warehouse;

The number of sets of parts and assembly units received in the reporting period for the operation adopted for a given type of product when determining the value of the technological output as the initial operation.

Change in the amount of work in progress balances at the beginning and end of the reporting period, reduced to the initial transaction.

Then the value of 100% will correspond to the percentage of costs for products that do not satisfy the specifications.

The general quality indicator can be calculated using formula 13:

where Kk is the quality factor;

Cost of products rejected during the production process, den. units;

Cost of defective products for which a fine was paid based on complaints, den. units;

Cost of products subjected to warranty repairs, den. units;

Cost of products actually sold during the reporting period, den. units

The closer the quality coefficient is to zero, the better the enterprise performs.

The formation and maintenance of product quality occurs at all stages of its life cycle, which include: research and development justification, development, production, operation and repair.

At the initial stage, work is carried out to formulate initial requirements for products, which, as a rule, include: drawing up an application for development and development, creating a preliminary design, research work and preparation terms of reference.

The basic requirements for the development and production of new products for industrial and technical purposes are established by GOST 15.001-8 and the corresponding recommendations for its use.

The terms of reference, as a rule, consist of the following sections: name and scope of the product, basis for development, purpose and purpose of development, technical requirements, economic indicators, stages and phases of development, control and acceptance procedures, applications.

The customer forms the initial requirements that provide a real opportunity to create products of the required technical level, reduce the time and costs of developing and putting products into production, and avoid errors in the future through careful preliminary study of the main issues. The initial requirements should be based on forecasting the market need for a given type of product, taking into account its development trends, as well as improving production processes and the service sector where the product will be used.

The developer develops technical specifications based on the initial requirements of the customer, as well as taking into account the results of research and experimental work performed, analysis of advanced achievements of domestic and foreign technology, progressive types and systems of machines and equipment, study of patent documentation, requirements of foreign and domestic markets. The technical specifications can be developed for a specific product for their group - a standard size range or part of it. A standard technical specification can be developed for a group of products characterized by common design and purpose.

The terms of reference may provide for the development of a technical proposal, in which, based on an analysis of various options for technical solutions, the final requirements for technical specifications and quality indicators not noted in the technical specifications. The technical proposal agreed with the customer allows us to develop design documentation in accordance with the requirements of the ESKD.

The customer, together with the developer, determines in the technical specifications the procedure for the process of delivery and acceptance of development results:

types of samples produced;

review of the results by the acceptance committee and its composition;

documents provided for acceptance;

The validity of the technical specification ends after the approval of the acceptance committee act.

The manufacturer determines the need for the developer to participate in the preparation and development of production based on the ECTPP, and conducts qualified tests.

The most important tasks at the production stage are: ensuring stable product quality, analyzing data on operating results, identifying possible areas for improving products, performing work to prepare for certification and organizing service.

Thus, by studying product quality, indicators and methods for assessing its level, the following conclusions can be drawn:

work to improve quality should begin with identifying the needs of the consumer and end with identifying his perception of the results of this improvement. Improving quality is justified only in cases where it is perceived by the consumer. Only those enterprises in which each employee is focused on quality, has appropriate motivation and qualifications, and actively contributes to meeting the needs of both internal and external consumers can provide the required quality;

One of the basic principles of modern quality management is continuous improvement. The process of establishing ever higher goals in the field of quality management and searching for opportunities for improvement in the organization’s activities is constant when creating a QMS and ensuring its functioning. Improvement is carried out based on the results of internal and external audits, a comprehensive analysis of data on the organization’s activities and the state of the QMS, analysis by management, as well as using other means. Elimination of identified inconsistencies and their causes is then carried out using preventive and corrective actions;

exist various methods determining the assessment of the level of product quality, such as: measurement, calculation, organoleptic, registration, expert, sociological and traditional methods.

2. Analysis and assessment of the quality of products of OJSC "Omskshina"

.1 Characteristics of the enterprise’s activities

Open Joint Stock Company "Omskshina" is the largest enterprise in the tire industry in Russia and the CIS. In the ranking of world tire companies, Omskshina ranks 20th among 98 companies.

The main activity is the production of tires for cars, trucks, light trucks, agricultural machinery, and buses.

OJSC Omskshina is integrated into the petrochemical business direction of OJSC Omskneft - the management company Omskneft-Neftekhim LLC and consists of a mass tire plant, a truck tire plant and the production of passenger radial tires.

Omskshina's assortment includes more than 150 sizes and models of tires. Most of the products produced are supplied to car factories - AvtoVAZ, KamAZ, IzhMash, and others.

The company produces every third tire produced in Russia - more than 12 million units per year.

About 20 percent of the Company's products are exported to countries near and far abroad. Tires are shipped to the CIS countries, as well as England, Holland, Iraq, Finland, Jordan, Cuba and other countries.

OJSC Omskshina has been operating for 8 years in a quality management system that meets the requirements of international standards ISO 9001. Constantly modernizing existing production, the Company pays great attention to the introduction of new modern lines and production facilities. The organization of production of high-performance passenger radial tires, the launch of a new preparatory production with the introduction of the latest technologies from the world's leading tire manufacturers indicate that the company's products meet the most stringent consumer requirements.

One of the Company's main priorities is environmental protection and ensuring production and industrial safety.

OJSC "Omskshina" is a socially oriented enterprise. Patronage assistance to educational institutions, charitable assistance to public organizations of veterans and disabled people, educational and healthcare institutions, sponsorship of athletes, cultural and artistic figures, financial aid pensioners, maintenance of the Shinnik sports complex, Chaika and Naratlyk recreation centers, clinics, organization of recreation and treatment for workers in health care institutions

RT and RF - not a complete list of directions social policy, sold by the Company.

The company has existed as an independent legal entity since 1971. The enterprise consists of: a mass-produced tire plant (ZMSh), a truck tire plant (ZGSh), a production of passenger radial tires (PLRSh) and auxiliary divisions located on the same production site and having a unified transport, energy and telecommunications infrastructure.

ZMSh was designed taking into account the provision of tires to the Volzhsky Automobile Plant, the Ulyanovsk Automobile Plant and the vehicle fleet of the regions adjacent to the plant. The main assortment is tires for passenger cars and light trucks and agricultural machinery.

The ZGSh was designed taking into account the provision of KamAZ tires. The main range is tires for trucks.

The main range of PLRSH (a new production facility put into operation in 2004 and producing products using Pirelli technology) are passenger and light truck tires of the KAMA-EURO type for foreign cars and new models of AvtoVAZ OJSC vehicles.

The mission of OJSC Omskshina is to provide the market with high-quality tires that meet the requirements and expectations of consumers, in accordance with high degree reliability of supplies to Russian automotive industry enterprises and exports.

The strategic goal of OJSC Omskshina is to strengthen the position of the leader in the tire industry of the Russian Federation through global reconstruction and modernization of production facilities, allowing for the production of tires using more efficient technologies, updating the range of products, improving their quality, and developing new markets.

Strategic objectives of the Company until 2012:

updating the range of tires produced, based on market requirements and development trends in the automotive industry;

participation in the supply of automotive assembly plants in Russia, including newly created foreign automobile plants;

ensuring the financial stability and economic stability of the Company;

increasing production volumes of highly competitive products for positioning in more profitable price segments;

formation and implementation of an innovation-oriented engineering and technical policy for the development of new technologies, tire designs, formulations and the development of new types technological equipment;

updating the range of materials for tire production with stable quality indicators and consumer properties;

creation and development of new production facilities that allow the production of tires using more efficient technologies using the KNOW-HOW of global tire manufacturers and high-precision equipment made in Europe;

increasing and stabilizing the level of quality of products throughout the entire production and technological chain;

technical re-equipment of production, modernization and reconstruction throughout the entire production and technological chain;

ensuring environmental and industrial safety of production in accordance with the requirements of the legislation of the Russian Federation;

ensuring satisfaction of the Company's activities among a wide range of stakeholders: employees, consumers, shareholders and investors, business partners, government bodies and public organizations.

OJSC "Omskshina" was established in accordance with the Presidential Decree "On measures to transform state enterprises, organizations and associations into joint-stock companies" No. UP-466 dated September 26, 1992 and Law No. 1403-HP dated February 5, 1992 "On the transformation state and communal property (On denationalization and privatization).”

In accordance with the privatization plan, 51% of the shares were assigned to the state, the remaining shares were placed among the workforce, related enterprises and residents of the city of Omsk.

Part of the state package was distributed among residents.

In 2000, the state block of shares of OJSC Omskshina was transferred to OJSC Omskneft in accordance with the Resolution of the Cabinet of Ministers of September 20, 2000. No. 679, which approved the investment conditions for the transfer of the state block of shares.

The authorized capital of OJSC Omskshina is 65,701,081 rubles. Issued shares - 65,701,081 shares. with a nominal value of 1 ruble each, including:

ordinary - 63,731,171 units, share in the authorized capital - 97%;

preferred - 1,969,910 units, share in the authorized capital - 3%.

The total number of shareholders of the Company is 14,792, of which 14,700 are individuals and 92 are legal entities.

In 2008, the share of legal entities increased from 88.33% to 89.49%. Share individuals decreased from 11.67% to 10.51%.

In accordance with the Charter of OJSC Omskshina, the supreme management body of the Company is the general meeting of shareholders. Once a year, the Company holds a general annual meeting no earlier than two and no later than six months after the end of the financial year. In addition to the annual general meeting of shareholders, extraordinary meetings may be convened.

The general management of the Company's activities is carried out by the Board of Directors. He makes decisions on key issues of the Company's activities, with the exception of issues referred by current legislation to the competence of the general meeting of shareholders. The Board of Directors consists of 11 people. Members of the Board of Directors are elected, and their powers are terminated by the general meeting of shareholders.

Chairman of the Board of Directors of OJSC Omskshina - General Director of OJSC Omskneft.

The functions of the sole executive body of OJSC Omskshina under the transfer of powers agreement No. 7 dated August 15, 2002 are performed by the management company LLC Management Company Omskneft-Neftekhim. The management company is accountable general meeting shareholders and carries out its activities in accordance with the Company's charter and current legislation.

The collegial executive body of the Company is the Management Board of the Company, which consists of 7 people. The Board organizes the current activities of OJSC Omskshina within the limits of the power of attorney issued by the management company.

Fulfilling obligations towards shareholders, investors, employees, partners and society as a whole, OJSC Omskshina strictly follows the adopted legislation, international law, stock exchange listing requirements, and implements the internal corporate management standards of the Omskneft group in its practice.

Equal treatment to all shareholders Members of the Board of Directors and executive bodies undertake to manage the Company in the interests of all shareholders.

Protection of shareholders' rights.

Officials of the executive body of the Company undertake obligations to act in the interests of shareholders, ensuring their rights provided for by law, the Charter and internal documents of the Company, including: the right to participate in the management of the Company; the right to regular and timely receipt of complete and reliable information about the activities of the Company.

Mutual trust and respect.

Relations between shareholders, members of the Board of Directors and executive bodies of the Company are built on mutual trust and respect. Shareholders, members of the Board of Directors, executive bodies of the Company and other interested parties, in order to create and maintain mutual trust and respect, undertake to fulfill their duties in good faith.

Openness when making corporate decisions.

Management bodies consider it necessary to follow the principles of openness when making corporate decisions. The Company follows the standards of the Omskneft Group for disclosure of information on the basis of equal access, efficiency, reliability and completeness.

Personal responsibility of members of the Board of Directors and executive bodies and their accountability to the Company and its shareholders.

Members of management bodies are accountable to shareholders and are responsible for the performance of their duties in accordance with current legislation.

Following business ethics standards.

The Company, following the standards of business ethics of the Omskneft group, ensures that the interests of shareholders, as well as other interested parties - the workforce, the local population, partners and consumers are observed on the basis of corporate social responsibility and commitment to environmental safety policies.

You can clearly see the management structure at OJSC Omskshina in Fig. 3.

Rice. 3 - Management structure of OJSC Omskshina

The personnel management policy of OJSC Omskshina is based on the principles of ensuring: a high professional level of employees and specialists, commitment of employees to the mission and corporate values Omskneft group of companies, increasing employee motivation, compliance with a unified corporate culture.

The personnel policy of OJSC Omskshina is aimed at achieving the strategic goal of the Company - obtaining a stable profit through the production of competitive products that meet consumer requirements.

For organization vocational training, retraining and advanced training of personnel, the Company has created a training and course facility. The list of professions for training and retraining of workers at OJSC Omskshina includes 88 professions.

Advanced training of specialists and managers is carried out at the MRTSKP RT (interregional republican center for personnel training), operating on the basis of the Institute of Additional Professional Education of the Kazan State Technological University.

Personnel assessment is carried out based on the results of certification, which is carried out every three years in order to establish the level of knowledge and qualifications of the position occupied. Thus, in 2007, 129 employees of the Company passed certification, based on the results of which they were promoted qualification categories 66 specialists. Personnel assessment based on certification results serves as the basis for identifying employees with high management potential.

The investment activities of OJSC Omskshina are aimed at improving existing production and developing new production of competitive tires in order to meet the needs of existing ones in the territory Russian Federation car assembly plants and the secondary tire market.

The enterprise's own funds are mainly used to improve existing production. Implementation of large investment projects related to the organization of new production based on modern foreign technologies, with the purchase of equipment from leading foreign manufacturers is carried out with the support, direct participation and attraction of funds from OJSC Omskneft.

The investment program of OJSC Omskshina includes a set of investment objects related to the consistent and comprehensive development of the enterprise in accordance with the chosen strategy.

The formation and implementation of the investment program is carried out in accordance with the “Regulations on the procedure for forming investment programs of enterprises of the petrochemical complex of OJSC Omskneft and monitoring their implementation.

The investment program of OJSC Omskshina for 2008 was formed based on the following priority tasks: minimizing low-profit investments; introduction of high-tech and advanced production technologies; introduction of resource-saving and energy-saving technologies; ensuring continuous improvement of the level of environmental and industrial safety of production; development and implementation of IT technologies in order to build an effective management system.

Management of investment activities at OJSC "Omskshina" is carried out in conditions of increasing requirements for the success and efficiency of investment projects, improving the procedure for organizing examination. The managing and coordinating center is the Investment Committee of Omskneft-Neftekhim Management Company LLC.

For each investment project, an individual procedure of technical, technological and financial-economic justification is carried out with an expert opinion from specialists of the Management Company LLC Management Company Omskneft-Neftekhim on the investment attractiveness (feasibility) and profitability of the project. For investment projects worth more than 1 (one) billion rubles, as well as for projects involving sources attracted from OJSC Omskneft, additional examination is carried out by the Investment Department of OJSC Omskneft.

Contractors and suppliers are determined on the basis of a tender selection. Financing is carried out within the allocated limits.

Monitoring of ongoing projects is carried out based on key indicators at all stages of the investment and post-investment periods.

The main direction of investment in 2008 is the continuation of work on the project “Program for the development of tire production (mass tire plant) for 2008-2010” (hereinafter referred to as the Program).

The implementation of the Program began in 2005. The program provides for the purchase of basic technological equipment for the purpose of replicating f. technology. Pirelli and increased production of high-performance radial tires.

The goal of the Program is to develop tire production, increase production volume, improve quality and performance characteristics radial passenger and light truck tires. The total cost of the project (according to the approved feasibility study) is 1,676.2 million rubles. with VAT, of which investments in fixed capital - 1,291.8 million rubles. VAT included.

The project is planned to be financed both from our own and from borrowed funds. From the beginning of the project until the end of 2008, investments in fixed capital for the project amounted to a total of 743.0 million rubles. including VAT, disbursed - 402.8 million rubles. without VAT.

As part of the project implementation in 2007-2008, the following were put into operation:

the first modernized assembly complexes A-70M and TR-20M;

containment layer production line;

device for making rubber bands;

assembly unit 248S;

line for applying the filling cord.

In addition to the implementation of the Program, during the reporting period investments were directed to:

to carry out measures for the reconstruction and modernization of existing production facilities of mass and truck tire factories;

to create a temporary storage warehouse and department on the territory of OJSC Omskshina customs clearance and customs control;

targeted replacement of equipment;

in the development of information and energy-saving technologies;

in labor protection and environmental facilities.

2.2 OJSC Omskshina quality policy

One of the priorities of OJSC Omskshina is the constant updating of the range of tires produced, based on market requirements.

The share of innovative products in total tire production in 2007 was 58.5%, compared to 59.7% in 2006. During 2007, 16 new tire models were introduced.

During 2007, together with NTC Kama LLC, a lot of work was carried out to test and introduce new structural materials into production, which makes it possible to positively influence the improvement of the quality characteristics of tires: reducing weight, force heterogeneity, and the magnitude of dynamic imbalance.

The use of mesh impregnated fabric LSAT f. has been introduced. "Milliken" for the shielding layer of passenger radial tires instead of textile cord grade 132A. When using such fabric, the technological processes of rubberizing and cutting are eliminated, which significantly increases the productivity of the processes.

The use of textile impregnated cords "Grodno-Khimvolokno" has been introduced into mass production, which have more stable physical, mechanical and technological properties, which has a positive effect on increasing the service life of tires, and also frees up production space for expanding production.

Work has been carried out on the widespread introduction of a mineral filler with a small specific surface into the formulation of cover rubbers, which can significantly improve the output characteristics of the tread of truck and agricultural radial tires in terms of fatigue endurance in the mode of repeated deformations, reducing heat generation, increasing resistance to crack growth, and reducing hysteresis losses. This helps improve the performance properties of the tread and has a positive impact on the environmental situation.

The use of oil-filled styrene-butadiene rubber in mass production makes it possible to reduce tire rolling losses and, consequently, fuel consumption during operation. Work has begun and is successfully continuing to introduce into production the fundamentally new DSSC rubber, the properties of which also make it possible to significantly improve the performance properties of tire treads, increase their safety and reliability.

Carbon black of N grades has recently been widely used in the formulations of rubbers of various assortments and purposes, which also leads to an increase in their strength characteristics and a decrease in the failure rate of the tire.

Replacing the modifying system in the lining rubber of truck and passenger radial tires made it possible to stabilize their adhesive characteristics, increase the bond strength in the tire layers and preserve them during operation.

Activities to ensure industrial safety and labor protection at OJSC Omskshina are carried out in accordance with current legislation and internal regulatory documents. OJSC “Omskshina” has developed, implemented, maintained in working order and is constantly improving efficient system industrial safety. The overall organization and control of the industrial safety management system is entrusted to the Production Control Commission.

Production control over compliance with the level of industrial safety and sanitary standards in the Company is carried out by the labor protection service, the production control department and the sanitary-industrial laboratory. In accordance with the approved schedule, studies of the air environment and physical factors of the production environment are carried out: lighting, noise, microclimate, levels of electromagnetic fields at workplaces with PCs. Based on the monitoring results, the necessary corrective and preventive measures are developed and implemented.

To solve problems in the field of industrial safety at hazardous production facilities in 2007, funds were allocated: for conducting examinations of buildings and structures, diagnostics, inspection, insurance, registration of hazardous production facilities - 5,705 thousand rubles. for industrial safety training

1,350 thousand rubles for the training of commanders and members of a non-standard emergency rescue unit - 112 thousand rubles.

During the reporting period, the following work was carried out: diagnostics of pipelines, vessels and tanks; technical certification and examination under contracts with KSTU "Soyuzkhimpromproekt"; environmental assessment of Rostechnadzor of the new preparatory production building; industrial safety examination for transportation and unloading dangerous goods by rail.

At hazardous production facilities of OJSC Omskshina, systematic work is being carried out to monitor and improve the level of industrial safety, 8 emergency response plans have been developed, and a safety data sheet for hazardous production facilities of OJSC Omskshina has been developed, which defines the danger calculations for units of all hazardous production facilities. For liquidation emergency situations OJSC “Omskshina” entered into an agreement with the “Society of Voluntary Rescuers of the Republic of Tatarstan” for 2007. OJSC Omskshina has created a training class for certification on industrial safety issues by the certification commission of OJSC Omskshina.

At OJSC Omskshina, workplaces were certified for working conditions with subsequent certification. In 2005, a Safety Certificate was received, which certifies that labor protection work in the Company complies with established state labor protection requirements. Inspection control carried out in 2007 confirmed the validity of the Safety Certificate.

The Company constantly takes measures aimed at creating safe conditions and labor protection in order to preserve the life and health of workers in the process of work. A “Program for Improving Labor Conditions and Safety for 2007-2009” has been developed. In 2007, 24,821.3 thousand rubles were spent to implement the Program activities.

In order to create healthy and safe working conditions, OJSC Omskshina annually develops a plan of occupational safety measures aimed at reducing injuries and improving working conditions.

The plan sets out labor protection measures, deadlines for implementation and their cost, as well as the number of workers whose working conditions are improved. The amount of labor protection costs increases annually. In 2007, 98,788.5 thousand rubles were spent for these purposes; labor protection costs per employee amounted to 9,465 rubles.

Maintaining an existing QMS in accordance with the requirements of the international standard ISO 9001:2000.

Improving the QMS in accordance with the requirements of ISO/TU 16949:2002 “Quality management systems. Special requirements for the application of the ISO 9001:2000 standard for organizations that produce serial and spare parts for the automotive industry” - according to the requirements of automobile factories.

Compliance of the QMS with the international standard ISO 9001:2000 was confirmed by the auditors “Intercertifica TÜV together with TÜF Thüringen” and the certification body URS Great Britain, as a result of which a certificate according to ISO 9001:2000 No. 28292/A/0001/UK/Ru was issued, valid until December 11 2010.

According to a comprehensive assessment, consumer satisfaction was 99 points out of 100 possible, which corresponds to the rating “the consumer is delighted.”

The following satisfaction indicators have improved:

for car factories (a transition was made from a 5 to a 10-point rating scale): average satisfaction ratings for all indicators assessed during the survey increased compared to the 1st half of the year.

The average satisfaction rating was:

for the 1st half of the year - 8, for the 2nd half of the year - 8.5 points out of 10 possible;

the number of automotive component plants increased from 13 to 21;

there are no claims or economic sanctions for failure to meet the delivery schedule due to the Company’s fault and notifications of insufficient quality (PRR).

The level of RPM of products does not exceed the standards established in supply contracts and is:

according to OJSC AvtoVAZ - 0, with the norm - no more than 50;

for KamAZ OJSC - 264, for UralAZ OJSC - 208, with the norm - no more than 500;

ratings were received from OJSC AvtoVAZ and OJSC KamAZ - “Excellent supplier”, from OJSC “UralAZ” - “Reliable supplier”.

Through the dealer network:

the degree of satisfaction for the six months was 7.1 and 7.3 points out of 10 possible (a transition was made from a 5 to a 10-point rating scale); Average satisfaction ratings for all indicators assessed during the survey increased compared to the first half of the year.

For enterprises conducting operational testing of tires:

satisfaction increased from 4.6 to 4.7 points (out of 5 possible).

To meet consumer requirements, work continued on the “QMS Improvement Program according to ISO/TU 16949:2002”. A preliminary audit was carried out in accordance with ISO/TU 16949:2002, based on the results of which conclusions were drawn about the Company’s readiness for certification.

In 2008, preparation of the QMS for certification for compliance with ISO/TU 16949:2002, which regulates the requirements for QMS for suppliers of automobile plants, was completed. This task was set by the Security Council under the President by decision No. 29 of 06/04/07 and was carried out in accordance with the requirements of consumers-car factories, the Policy and Quality Goals of OJSC Omskshina. In February 2008, the QMS of OJSC Omskshina successfully passed certification according to ISO/TU 16949:2002 and its domestic analogue GOST R 51814.1-2004.

Currently, the compliance of the QMS with international and state standards is confirmed by various certificates.

This allowed OJSC Omskshina not only to fulfill the contractual requirements of car factories, the decision of the Security Council under the President, but also to interest potential consumers such as Sollers-Elabuga, GM, Volkswagen, and other world-famous companies opening new car production facilities in Russia.

The performance of the QMS is confirmed by audits of potential consumers, which increases the chances of OJSC Omskshina becoming their real suppliers. Based on the results of these audits, high

assessments that allow you to move on to the next stages of work: testing tires at the consumer. Tires 205/75K16S NK-131 and 205/70K15S NK-131 received official approval from Sollers-Elabuga for production and delivery to the car plant. The highest rating for 2008 - “Excellent supplier”, was received from the AvtoVAZ and KamAZ companies.

In 2008, OJSC Omskshina began implementing the Lean Manufacturing production system, which should ensure the optimization of production resources, the reduction of unproductive costs and, ultimately, increasing the competitiveness of products.

In order to develop the creative activity of Omskshina personnel and organize systematic work on initiative proposals, a Regulation on stimulating employees of OJSC Omskshina for making proposals aimed at increasing production efficiency was developed and put into effect.

2.3 Assessment of product quality of OJSC Omskshina

As noted in the first section, product quality refers to the totality of characteristics of an object related to its ability to satisfy the established and expected needs of consumers, or the degree of compliance of inherent characteristics with established requirements. At the same time, assessment of product quality can be carried out by analyzing the financial results of the enterprise. This is due to the fact that an increase in sales volume and financial stability indicates that the company has positive and long-term relationships with its partners, and this, in turn, indicates the quality of the products offered meets the needs.

In Table 2 you can see the main financial results of the activities of OJSC Omskshina for 2006-2008.

The table shows that while there is an increase in revenue from the sale of goods, works, and services, there is also an increase in the cost of goods, works, and services sold.

This trend had a negative impact on the main financial result of the enterprise. In this case, we are talking about profit indicators, meaning gross profit, sales profit, profit before tax and, of course, net profit.

Thus, we can conclude that an increase in revenue from the sale of goods and, accordingly, satisfaction of consumer needs is not always accompanied by the achievement of optimal financial results. That is why the management of OJSC Omskshina must take all necessary measures in order to reduce the costs of products and improve the quality of products. Only in this way can an enterprise ensure its financial stability on the one hand, and on the other hand, maximum customer satisfaction.

Table 2 - Financial results of OJSC Omskshina for 2006 - 2008 thousand rubles.

Indicator 200620072008 Revenue (net) from the sale of goods, products, works, services (less value added tax, excise taxes and similar mandatory payments)5 425 9976 324 4597 409 233Cost of goods, products, works, services sold4 899 3535 781 0626 899 657В alovaya profit526 644543 397509 576Profit (loss) from sales460 473543 397509 576Profit (loss) before tax57 668174 28382 280Net profit (loss) of the reporting period39 85334 564183 445

Table 3 reflects the absolute and relative growth in the financial performance indicators of OJSC Omskshina for 2006 - 2008.

Table 3 - Absolute and relative increase in financial performance indicators for 2006-2008

Indicator Growth 2006 - 2007 Growth 2007 - 2008 Growth 2006 - 2008 thousand. rub.%thousand rub.%thousand rub.%Revenue (net) from the sale of goods, products, works, services (less value added tax, excise taxes and similar mandatory payments)898 46216.6108477417.2198323636.6Cost of goods, products, works, services sold881 709181 11859519.3200030441Gross profit16 7533.18-33821- 6.2- 17068-3.2 Profit (loss) from sales82 92418- 33 821- 6.24910310.7 Profit (loss) before tax 116 615202.2- 92 003- 532461243 Net profit (loss) report new period - 5 289-13.2148 881431143592360.3

Analysis of this table shows that the relative increase in revenue in 2007 compared to 2006. amounted to 16.6%, at the same time, the cost of goods sold, products, works and services increased by 18%. However, gross profit increased by 3.8%, profit on sales by 18%, profit before tax by 200.2%, but net profit decreased by 13.2%. A decrease in net profit indicates the company's debt to the tax authorities for previous years. In 2008, compared to 2007, the volume of revenue from the sale of goods, works, and services continues to grow by 17%, while at the same time the cost of goods, products and services grows by 19.3%. This situation fundamentally affected all profit indicators of the enterprise. Where gross profit decreased by 6.2%, profit on sales decreased by 6.2%, profit before tax decreased by 53%. And to our surprise, net profit increased by 431%. This is most likely due to extraordinary income not subject to taxes.

In 2008, compared to 2006, almost all financial results of OJSC Omskshina tended to increase, with the exception of gross profit indicators, which decreased by 3.2%.

Table 4 provides an analysis of the structure of financial results of OJSC Omskshina by year.

The table shows that in 2006 specific gravity the cost of goods sold, products, works and services is 90.3%. In 2007, this figure increased by 1% and amounted to 91.4%. In 2008, the increase in the share compared to 2007 was approximately 2%, since the share of cost in this year reached 93.1%. Without a doubt, the increase in the cost of goods sold, products, works and services affected the share of profit for the period under study. In other words, all profit indicators tended to decline.

Table 4 - Analysis of the structure of financial results of OJSC Omskshina by year

Indicator 200620072008 Revenue (net) from the sale of goods, products, works, services (less value added tax, excise taxes and similar mandatory payments), % 100 100 100 Cost of goods sold, products, works, services, % 90.391.493.1 Gross profit, % 9.78, 56.8 Profit (loss) from sales, % 8.48, 56.8 Profit (loss) before tax, % 1.062.71.1 Net profit (loss) of the reporting period, % 0.70.52.4

Table 5 reflects the main performance indicators of OJSC Omskshina for 2007 - 2008.

Table 5 - Main performance indicators of OJSC Omskshina for 2007-2008. thousand pieces

Indicator 2007 2008 Tire shipments, total, including: 12,423.711,281 export 2,594.91 982.7 domestic market 9 828.89 298.3 equipment 2 738.33 283.1 secondary market 7 090.56 015.2

Current data shows that the volume of tire shipments in volume terms decreased in 2008 compared to 2007. This also applies to export shipments and shipments of tires to the domestic market. The conducted indicators of the enterprise's activity in physical terms indicate that the increase in sales revenue occurs mainly due to an increase in prices for marketable products. Since sales volume in physical terms decreased in the analyzed period. This indicates a decrease in demand for the company's products from consumers. This allows us to conclude that the products produced do not meet the requirements of customers. Including the price factor.

The degree of decrease in the volume of tire shipments in 2008 compared to 2007 can be seen in more detail in Table 6.

Table 6 - Absolute and relative increase in performance indicators of OJSC Omskshina for 2007 - 2008.

IndicatorGrowth 2007 - 2008 thousand. pcs.% Shipment of tires, total including: -1142.7-9.1export-612.2-24domestic market-530.5-5.3equipment 544.820secondary market-1075.3-15.1 Table 7 provides data on the structure of performance indicators of OJSC Omskshina for 2007 - 2008.

Table 7 - Analysis of the structure of performance indicators of OJSC Omskshina for 2007-2008.

Indicator 2007 2008 Shipment of tires, total %, including: 100 100 Export, % 2117.6 domestic market, % 79.182.4 Equipment, % 2229.1 secondary market, % 5753.3

Structural analysis showed that exports accounted for about 21% in 2007, while the domestic market share was 79%. In 2008, the share of exports decreased and amounted to 17.6%, which led to an increase in the share of the domestic market.

The loss of Omskshina OJSC’s position in the foreign market is most likely due to fierce competition from global tire manufacturers and a decline in competitive advantage companies.

Table 8 shows the revenue and profit indicators of OJSC Omskshina in comparison with the revenue and profit of the tire industry of the Russian Federation for 2007 - 2008.

Table 8 - Revenue and profit indicators compared to revenue and profit of the Russian tire industry for 2007 - 2008. million rubles

Indicator 2007 2008 Revenue from sales of the tire business 21,798.720 484.5 Revenue from sales of OJSC Omskshina, total 6 324.57 409.2 Profit before tax for the tire business 1 700.8493 Profit before tax for OJSC Omskshina 174.382.3 An analysis of Table 8, including Table 9, shows that sales revenue from the tire business in the Russian Federation as a whole decreased by 6%. While this figure at OJSC Omskshina increased by 17%.

When analyzing profit before tax, it is clear that this figure for the entire tire business decreased by 71%, while the scale of the decrease at OJSC Omskshina was about 53%.

This suggests that the financial condition of OJSC Omskshina in comparison with the tire business of the Russian Federation is in more or less better condition, but this does not mean that in this case it is necessary to calm down, on the contrary, all efforts should be aimed at increasing profits annually.

Table 9 - Absolute and relative increase in revenue and profit for 2007-2008

IndicatorGrowth 2007 - 2008 thousand. pcs.% Revenue from sales of the tire business - 1314.2-6 Revenue from sales of OJSC Omskshina, total 1084.717.1 Profit before tax for the tire business - 1207.8-71 Profit before tax for OJSC Omskshina - 92-53

Table 10 provides an analysis of the share of revenue of OJSC Omskshina in the total revenue of the tire industry of the Russian Federation for 2007 - 2008.

products quality system approach

Table 10 - Share of revenue of OJSC Omskshina in the total revenue of the tire industry of the Russian Federation for 2007-2008.

Indicator 20072008 Revenue from sales of the tire business, % 100 100 Revenue from sales of OJSC Omskshina, total, % 2936.2 The data shows that the share of sales revenue at OJSC Omskshina was 29% in 2007, and in 2008 this figure increased by more than 7 percent and amounted to 36.2%.

This indicates the strengthening of the production position of OJSC Omskshina among the main manufacturers of tire products in Russia.

Nevertheless, the analysis of product quality at an enterprise cannot be limited only to financial results, since the financial results of an enterprise are influenced not only by product quality, but also by many other factors, such as the price factor, competition, supply and demand, market conditions and others. That is why, when analyzing product quality, it is necessary to additionally analyze indicators of complaints, defects, etc.

The documents of OJSC "Omskshina" present the trend of complaints for the enterprise as a whole, so in 2006 this figure amounted to 0.0048% of gross output, in 2007 there was a significant downward trend in claims made and amounted to 0.0041% of gross output due to with the introduction of the “Quality Manual” at the enterprise. And by 2008 it decreased to 0.0025% of gross output.

The calculation is made using the formulas:

Gross output

Despite the fact that in the analyzed period the volume of complaints as a whole tends to decrease, however, this does not mean that the volume of complaints is decreasing over the analyzing period, since the warranty period for the products manufactured by OJSC Omskshina is five years. That is, we may be faced with a trend where in 2011, for example, the level of complaints may be higher than in 2006.

However, it should be noted that the level of complaints in relation to the total output does not exceed the standard indicators at the enterprise.

If the analysis of the complaint shows us the level of defects produced that could not be detected during the production process at the enterprise, then probably the most qualitative indicator reflecting the effectiveness of the quality management system within the enterprise is the indicator of final defects, as well as the indicator of repair defects.

In Table 11 you can trace the dynamics of final marriage over three years from 2006 to 2008, including by month.

From this table it can be seen that the final marriage rate in 2006 was 0.12%, and in 2007 0.11%. Whereas in 2008, the level of final tire defects again reached 0.12%.

At the same time, an analysis of the table shows that the share of final defects had the highest level in June 2006 and amounted to 0.17%, and the lowest level of final defects was observed in February and March 2007 and amounted to 0.08%.

Table 11 - Final marriage by month for 2006-2008

NameJanuary, %February, %March,%April, %May,%June,%July, %August, %September, %October, %November, %December, %year, % Final defective tires 2006 0,120,110,100,10,100,170,110,100,130,120,130 .100 ,12 Final defect of a/tires 2007 0,110,080,080,100,110,120,160,120,120,110,130,120,11 Final defect of a/tires 2008 0,120,100,130,140,140,130,130,110, 140,110,130,100,12

Rice. 5 - Final marriage by month for 2006 - 2008

Table 12 provides an analysis of repair defects at OJSC Omskshina.

Analysis of repair defects for the period 2006 - 2008, as can be seen from the table, showed that, just like the dynamics of final defects, the level of repair defects has an abrupt nature.

The highest level of repair defects was observed in February 2006 and amounted to 0.628% of the total tire production volume.

Table 12 - Repair defects by month for 2006-2008

Namely January, %February, %March, %April, %May, %June, %July, %Aug., %Sept., %Oct., %November, %December, %year, %Repair defects of tires 2006 .0,3980,6280,4670,4970,4360,4980,4890,4930,3710,3750,4650,4500,452 Repair defective tires 2007 0,4550,4070,3160,3190,3530,6050,4170 ,4650,4680,4590,5180,413 Repair defective a/tires 2008 0,5800,5110,4190,5620,5390,4490,5060,4690,4020,4910,5500,5200,487

Rice. 6 - Repair defects by month for 2006-2008.

At the same time, the lowest level of repair defects was achieved in April 2007 and amounted to 0.316%.

It is advisable to consider these indicators from the point of view of the reasons for the increase and decrease in the level of marriages in general.

Let's consider the main characteristics of final defects by type of product at OJSC Omskshina for the 4th quarter of 2008 (Table 13).

The table shows that among the main types of products produced by OJSC Omskshina are cargo tubes, agricultural tubes, passenger tubes and tubes for loaders.

Table 13 - Final product defects for the 4th quarter of 2008

No. Name of product Gross output, pcs. Final rejects% of VVLimit of final rejects pcs.% 1. Cargo cameras976651350370,03580,152.Agricultural cameras57772454.70,07790,353.Car cameras257768788.20,03030,104.Chambers for loaders1 2 99 39347550.10.03660 ,305.Total:2 591 5849481000.037 For the 4th quarter of 2008, the volume of final defects of cargo chambers amounted to 350 pieces, that is, 0.0358% of the gross output. The volume of final rejects of agricultural cameras amounted to 45 pieces, that is, 0.0779% of the gross output. At the same time, the volume of final defects of passenger inner tubes amounted to 78 pieces, that is, 0.0303% of the gross output. As for the final defects of cameras for loaders, this figure reached 475 pieces, that is, 0.0366%. Analyzing the volume of final defects, at first glance it seems that the size of final defects occurs most in the production of cameras for loaders, however, the relative indicator shows that the level of final defects is highest in the production of agricultural cameras, since this indicator is 0.0779% of the gross output . It should be noted that the amount of final defects in all types of cameras produced does not exceed the limit level. That is, it does not go beyond the acceptable level, however, it is necessary to take appropriate measures to reduce the level of final defects in order to bring it closer to the standards of tire manufacturers in developed countries. In Fig. 7 you can clearly see the relationship between the limit and actual levels of final defects.

At the same time, when analyzing defects in the manufactured products of any manufacturing enterprise, not only volume is important.

Rice. 7 - Final product defects for the 4th quarter of 2008

marriage and its relationship to the total volume of gross output, but also the totality of reasons why marriage occurs. In this case, the Pareto diagram proposed by Tokyo University professor Kaoru Ishikawa in 1953 most clearly allows us to identify those causes of defects that have the greatest impact on the result and, therefore, allows us to identify and eliminate the main causes of low-quality products. In table 14 and in fig. 8 provides data on the volume of final defects of cargo-size chambers for the 4th quarter of 2008 and the reasons for their occurrence.

From the table and figure it can be seen that the main reason for the final defects of cargo-size chambers is bubbles, since the volume of defects for this reason is 100 pieces, that is, about 29% of the total volume of defects of this product.

In second place, the main reasons for the occurrence of final defects for these products are due to under-pressing of the chambers, while the third place is occupied by joint divergence and foreign inclusions.

Table 14 - Analysis of the final defects of cargo-size chambers for the 4th quarter of 2008

Defects Number of defects in pcs. Cumulative totals Bubbles 100 100 Under-pressing of chambers 43 143 Joint divergence 37 180 Foreign inclusion 37 217 Brew 26 243 Blind vent. 19 262 Local thinning 19 281 Mechanical damage 15 296 Pressure Combs14310Raw8318Other32350Total350

Rice. 8 - Analysis of the final defects of cargo-size chambers for the 4th quarter of 2008.

Table 15 and Fig. 9 contains data on the number of final defects of chambers of agricultural sizes for the 4th quarter of 2008 and the reason for their occurrence. It can be seen from the table and figure that the main share of defects for these products also comes from bubbles. the number of defects for this reason is 17 pieces, that is, almost 38% of the total number of final defects.

Table 15 - Analysis of the final defects of chambers of agricultural sizes for the 4th quarter of 2008

Defects Number of defects in pcs. Cumulative totals Bubbles 1717 Local thinning 623 Under-pressing of chambers 528 Joint divergence 533 Wide 336 Comb pressing out 339 Brewed rubber 241 Mechanical damage 142 Other 345 Total 45

Rice. 9 - Analysis of the final defects of agricultural-size chambers for the 4th quarter of 2008.

Table 16 and Figure 10 contain data on the number of final defects of passenger-size cameras for the 4th quarter of 2008 and the reason for their occurrence. The analysis showed that the occurrence of final defects in these products is associated with 3 main reasons. This is primarily the divergence of the joint - 15 pieces. the second reason is foreign inclusions - 12 pieces, and the third reason is welded rubber - 11 pieces.

Table 16 - Analysis of the final defects of passenger-size cameras for the 4th quarter of 2008

Defects Number of defects in pcs. Cumulative totals Joint divergence 1515 Foreign inclusions 1227 Brewed rubber 1138 Local thinning 846 Breakdown 652 Comb pressing out 658 Mechanical damage 563 Internal bedsores 366 Bubbles 268 Other 1078 Total 78

Rice. 10 - Analysis of the final defects of passenger-size cameras for the 4th quarter of 2008.

In table 17 and fig. 11 you can see the volume of final defects on cameras for loaders for the 4th quarter of 2008 and the reason for their occurrence. From the table and figure it can be seen that the main reason for the appearance of final defects in this case is due to bubbles - 119 pieces, that is, more than 25% of the total volume of final defects.

Table 17 - Analysis of final defects on cameras for loaders for the 4th quarter of 2008

Defects Number of defects in pcs. Cumulative totals Bubbles 119 119 Distribution. Joint 58177 Underpressing of the chamber 50227 Foreign inclusions 49276 Brewed rubber 39315 Local thinning 33348 Pressing out the ridge 23371 Blind valve 21392 Mech. Damage21413Breakdown13426Other49475Total475

Rice. 11 - Analysis of final defects on cameras for loaders for the 4th quarter of 2008.

Thus, the analysis and assessment of the quality of products of OJSC Omskshina allows us to dwell on the following significant points:

in 2007, work on the quality management system (QMS) was carried out in two directions:

Improving the QMS in accordance with the requirements of ISO/TU 16949:2002 “Quality management systems. Special requirements for the application of the ISO 9001:2000 standard for organizations that produce serial and spare parts for the automotive industry” - according to the requirements of automobile factories;

The efficiency and effectiveness of the QMS was confirmed by an analysis of the performance of indicators for 2007:

Quality goals for 2007 have been achieved.

analysis and shipments of tires in physical terms showed a decrease in sales volumes in 2008 compared to 2007. This also applies to export shipments and shipments of tires to the domestic market. This indicates that the increase in sales revenue, as can be seen when analyzing the financial results of the enterprise, occurs mainly due to an increase in prices for marketable products. This allows us to conclude that the products produced do not meet the requirements of customers. Including the price factor;

The analysis of final defects showed that its level in all types of manufactured tubes does not exceed the permissible limit; however, it is necessary to take appropriate measures to reduce the level of final defects in order to bring it closer to the standards of tire manufacturers in developed countries.

3. Main directions for improving the quality of products of OJSC Omskshina

.1 Foreign and domestic experience in product quality management

Today, ISO 9000 series standards are recognized by almost all countries of the world, adopted as national standards and implemented by many companies. The lack of a quality system certificate is increasingly becoming the main obstacle for a company to enter the foreign market. Transnational companies require sub-suppliers to implement mandatory implementation on their manufacturing enterprises international standards ISO 9000 series.

Our domestic quality management systems were severely clogged with strictly mandatory requirements state standards and had to ensure their implementation. Modern approaches to quality management, and the very concept of this concept, associated with a market economy, are not immediately recognized by enterprise managers. Those few enterprises that have implemented ISO 9000 series standards and received quality system certificates, as a rule, were forced to do this in one way or another under pressure from foreign partners, i.e. These are participants in foreign economic activity. An important factor is that the implementation and certification of a quality system is expensive and, in today’s conditions, is beyond the means of many Russian enterprises. There are other reasons specific to each enterprise individually. Apparently, effective incentives are required for business participants to implement international standards for quality systems. Such work in Russia began in the 90s and is carried out in several directions. First of all, this is the establishment of the Russian Federation Quality Award. The Quality Award exists at the international, regional, national and corporate levels. Among the criteria for assessing the applicant enterprise is the state of the functioning product quality management system. For Russia, this is a new type of activity in the field of state regulation of product quality, and the provision for a quality premium was created on the basis of accumulated international experience. According to experts, Russian enterprise evaluation criteria are close to European regulations on quality awards.

The enterprise must know the criteria for evaluating its work. In this regard, the experience of the United States is worthy of attention, where more than 100 enterprises annually participate in the competition for the national quality award, and a brochure with a list of evaluation criteria is sold in a circulation of 200 thousand copies. It turned out that enterprises that do not participate in the competition tend to learn the criteria and use them for self-assessment. This enables enterprises not only to evaluate themselves, but also to compare with leaders, and in specific areas, i.e. Set for yourself certain areas for improvement. Such self-assessment has become so popular that many firms require from subcontractors not only a quality system certificate, but also proof of their use of the self-assessment mechanism.

Another way to stimulate Russian enterprises can be considered a competition for the title “Best Quality Manager.” Apparently, the main criterion here should be the state of the quality system, which means the introduction of ISO 9000 series standards and certification of the system.

Standardization of the quality system should not turn into a formality, otherwise it will become an obstacle to improving quality management at the enterprise.

The fact that new quality management concepts have now emerged does not in any way diminish the importance and popularity of the ISO 9000 series of international standards that are so widely recognized in the world. But they are already acquiring a new sound. The ever-increasing degree of competition in global commodity markets forces firms to improve product quality not only in the technical, but also in the economic aspect, and in quality systems.

Systematic quality management today is the main way to create competitive products. Of course, provided that the system is effective.

World experience in product quality management has shown that it is impossible to ensure stable product quality if quality stability is not achieved. starting materials. Therefore, there is a tendency towards increasingly close interaction between the manufacturer of products and suppliers of raw materials, materials, and components. This occurs in both developed and developing countries, although in different forms. It is no coincidence that the international standard offers a procedure for selecting a supplier as an element of the quality assurance system.

Currently, the most advanced experience in the field of product quality and the application of a systematic approach to product quality management has been accumulated in various companies in industrialized countries. At the same time, various models of product quality management systems have been developed. The models of Feigenbaum, Ettinger-Sittig and Juran, K. Ishikawa, G. Taguchi are of greatest interest.

Feigenbaum's model is a triangle, with the sides divided into five parts by horizontal lines, and each part, in turn, is subdivided by vertical lines, which forms a total of 17 functions (sections) in all five parts, which are practically based only on control product quality;

The Ettinger-Sittig model, developed by specialists from the European Organization for Quality Control (EOQC), is graphically depicted as a circle divided into sectors. Each sector is a certain stage of work. This model already takes into account the influence of demand on product quality, and also provides for the study of sales markets;

The Juran model is an upward spiral, not a closed triangle or circle. The spiral more fully reflects the stages of continuous formation and improvement of product quality. It includes the two previous models, and also provides for the constant study of demand in the sales market and operational quality indicators, which determines the complete orientation of production to the requirements of consumers and the sales market.

K. Ishikawa introduced into world practice a new original graphical method for analyzing cause-and-effect relationships, called the “Ishikawa diagram”, which became part of the simple tools quality control.

The merit of G. Taguchi lies in the fact that he found simple and more convincing techniques and arguments that made planning an experiment in the field of quality a reality. G. Taguchi called his concept “quality engineering”.

Based on them, management and product quality assurance systems have been developed in detail, in particular in Japan and the USA. In Japan, as elsewhere, at the beginning, work in the field of product quality developed through the wider use of product quality control methods. A special place in initial period began to occupy statistical methods control. At the end of the 50s in Japan, comprehensive in-house quality control penetrated into industry everywhere, providing for control by all employees of the company, from workers, foremen and ending with management. From this moment on, systematic training of all employees in quality control methods began. Subsequently, the training system essentially turned into a continuous and permanent system of instilling in workers a respectful attitude towards the consumer and the quality results of their work. When implementing all activities for training, education and implementation of product quality control systems, Japanese specialists fully took into account and are taking into account: the specifics of products, traditions of companies, culture and life, level of education, labor relations.

Summarizing Japan's experience in product quality management, its main features at the present time include the following:

long-term, consistent and purposeful solution of quality problems based on everything advanced, modern that theory has accumulated and practice creates in this area;

fostering a respectful attitude towards the consumer, his wishes and requirements;

participation of all departments and employees of the company in ensuring and managing product quality;

continuous systematic training of personnel on issues of security and management control, which provides a high level of training in this area for all employees of the company;

effective functioning of a wide network of quality circles at all stages of the product life cycle. There are currently one million quality circles in Japan, with approximately 10 million members;

use of a developed inspection system for all activities to ensure and manage product quality;

widespread use of advanced quality control methods, including statistical methods, with priority control of the quality of production processes in the provision and management of industrial processes;

development and implementation of deeply developed comprehensive quality control programs and optimal plans for their implementation;

the presence in the production sector of high-quality means of labor (with an age composition of up to 5-7 years);

the presence of an exceptionally developed system for promoting the creation of high-quality products and encouraging honest work;

strong influence from the state on the fundamental directions of improving and ensuring product quality.

In the USA, the tasks of improving product quality are considered a priority. At the same time, most of the impacts under the UKP are mainly technical and organizational in nature. Quality assurance is carried out by a specialized quality management department. American companies pay very serious attention to product quality control, which covers all stages of the product life cycle. When carrying out such control, its most important aspects are:

) involvement of a wide range of performers in the performance of product quality control functions;

) performance of the most important quality control operations by specialized services.

When managing product quality, services actively study and analyze the costs and expenses of ensuring production of quality products.

Company managers devote at least 50% of their working time to quality issues.

One of the common methods of ensuring product quality in American companies, as well as in Japan, is the method of statistical quality control. To implement it, technical means are used that automatically collect, accumulate, process data and display the results of applying the statistical method. The issues of studying and forecasting consumer needs and demand for products are of great importance in product quality management. Therefore, companies pay great attention to this issue, improving in accordance with market requirements not only the technical indicators of product quality, but also efficiency. When releasing products with defects, the United States imposes fairly strict manufacturer liability, which results in a significant reduction in the production of defective products and an improvement in warranty and service activities.

An integrated product quality management system in US companies is an effectively structured and well-functioning program aimed at implementing a set of measures according to the “man-machine-information” scheme, ensuring product quality that actually meets consumer requirements and reducing quality costs incurred by the company. Modern American management systems ensure not only the interaction of all services, but also the full satisfaction of consumer demands regarding quality, as well as reducing the costs of achieving it and the economical use of all types of resources.

International organization Standardization Council (ISO), taking as a basis existing standards and guidance documents for quality assurance systems and supplementing them with consumer requirements, developed and approved by the ISO Council a series of international standards for quality assurance systems, establishing requirements for product quality assurance systems. These standards summarize and concentrate all the experience of advanced countries in the field of product quality management, accumulated in recent decades. In accordance with the guidelines of the standards, the quality system must operate simultaneously with and interact with all other activities affecting product quality. The impact of the system extends to all stages of the management process, implemented in a closed quality loop, basically corresponding to the quality spiral. The use of international ISO standards for product quality management at enterprises is a generally recognized guarantee of access to the international market.

Let us note the following characteristics American experience in the field of quality:

quality control of products using mathematical statistics methods;

attention to the process of production planning based on quality indicators, administrative control over the implementation of plans;

improvement of company management.

Measures taken by the United States to continually improve product quality have bridged the quality gap between Japan and the United States, strengthening America's competitiveness in the global market.

The movement to improve product quality in Russia has existed since the period of industrialization. Over time, it became clear that sustainable improvement of product quality can be achieved through systematic and comprehensive, interconnected implementation of technical, organizational, economic and social measures at scientific basis product quality can be improved quickly and sustainably.

Let us trace the sequence of implementation of a systematic approach to organizing work to improve product quality in domestic practice.

In the 1950s, the Saratov system of organizing defect-free manufacturing of products and delivery on first presentation (BIP) became widespread. The goal of the system is to create production conditions that ensure workers produce products without deviations from technical documentation. The main criterion used to quantitatively assess the quality of a worker’s work was the percentage of products delivered from the first presentation, which is calculated as the percentage of the number of batches accepted from the first presentation to the total number of batches produced by the worker and presented to the quality control department.

The material and moral incentives for the performer depended on a certain scale on the percentage of products delivered from the first presentation. The introduction of the BIP system made it possible to: ensure strict implementation of technological operations, increase the personal responsibility of workers for the quality results of their work, more effectively use moral and material incentives for workers for the quality of their work, create the preconditions for the widespread development of a movement to improve product quality.

Moral stimulation led to the appearance of the titles “Master of Golden Hands”, “Excellence in Quality”, etc. Over time, the functions of the quality control department changed - control was carried out selectively, and self-control became the basis. It was the latter who identified defects beyond the control of the worker, which led to the holding of “Quality Days” among management and the creation of permanent quality commissions. At a number of enterprises, the percentage of delivery from the first presentation of product batches was replaced by the percentage of the number of working days without defects from the total number of working days.

At the same time, the BIP system had a limited scope; it applied only to workers in the main production departments.

The BIP principle, which was then extended to the functional divisions of the plant and workshop, to research institutes and design bureaus, formed the basis of the zero-defect labor system - SBT.

The Lvov version of the Saratov system - the zero-defect labor system (ZLT) was first developed and implemented at the Lvov Telegraph Equipment Plant and some other enterprises in Lvov in the early 60s. The goal of the system is to ensure the production of products of excellent quality, high reliability and durability by increasing responsibility and stimulating each employee of the enterprise and production teams for the results of their work.

The main criterion characterizing the quality of work and determining the amount of material incentives is the labor quality coefficient, which is calculated for each employee of the enterprise, each team for a specified period of time (week, month, quarter) by taking into account the number and significance of production violations. The system establishes a classifier of the main types of production violations: each defect corresponds to a certain reduction factor. The maximum assessment of the quality of work and the maximum bonus amount are established for those employees and teams who did not have a single violation during the reporting period.

The introduction of safety and labor standards made it possible to: quantitatively assess the quality of work of each employee, each team, increase the interest and responsibility of each employee, each team for the quality of their work, increase the labor and production discipline of all employees of the enterprise, involve all employees of the enterprise in competition for improving the quality of products, reduce losses from defects and complaints, increase labor productivity.

The Lvov SBT, like the Saratov BIP system, was that it extended mainly to the product manufacturing stage. There are known attempts to apply the principles of zero-defect labor in research and development organizations, but SBT has been widely used in industrial enterprises to assess and stimulate the quality of executive (non-creative) labor.

The CANARSPI system (quality, reliability, service life from the first products) was first developed and implemented at machine-building enterprises in the city of Gorky (Nizhny Novgorod) in 1957 - 1958.

This system placed emphasis on increasing product reliability by strengthening technical training the work of design bureaus and production technologists, who accounted for 60 - 85% of defects detected in operation. Prototypes of units, parts, systems and the product as a whole were created and their research tests were carried out. Pilot production, standardization and unification, general technical systems of standards, such as the Unified System of Design Documentation (ESKD), the Unified System of technological training production (ESTPP).

Characteristic of the CANARSPI system is that it goes beyond the product manufacturing stage and covers many types of work at the research and design stage and at the operation stage.

At the research and design stage during the manufacture of a prototype, much attention is paid to identifying the causes of failures and their elimination in the pre-production period.

The solution to this problem is carried out through the development of the research and experimental base, increasing the unification coefficient, the widespread use of prototyping and modeling methods, accelerated testing, as well as design and technological development of products in the process of technological preparation of production. The results of product operation are considered in the system as feedback and are used to improve the design of the product and its manufacturing technology.

CANARSPI widely uses the principles of zero-defect labor and zero-defect manufacturing.

The implementation of the CANARSPI system at a number of enterprises in the Gorky region made it possible to: reduce the time required for finishing new products to a given quality level by 2 - 3 times, increase the reliability of manufactured products by 1.5 - 2 times, increase the service life by 2 times, reduce labor intensity and the assembly cycle works 1.3-2 times.

Planning for improving product quality and managing product quality according to this criterion, as well as spreading attention to quality throughout the entire product life cycle, were developed in the NORM system.

NORM system ( scientific organization labor to increase motor life) was first developed and implemented at the Yaroslavl Motor Plant in 1963 - 1964. The purpose of the system is to increase the reliability and durability of manufactured engines.

The NORM system is based on the principle of consistent and systematic monitoring of the level of engine life and its periodic increase based on increasing the reliability and durability of parts and assemblies that limit engine life; the main indicator in the system is the engine life before the first major overhaul, expressed in engine hours. The growth of this indicator in the system is planned.

The organization of work in the system is based on the cyclical principle. Each new cycle to increase motor life begins after the previously planned level of motor life has been reached in production and includes: determining its actual level, identifying parts and assemblies that limit motor life, planning the optimal level of increasing motor life, developing and testing engineering recommendations to ensure the planned level of motor life, developing a comprehensive plan of design and technological measures for the development of an engine with a new resource in production, carrying out a set of design and technological measures and experimental research work, consolidating the achieved resource in production, maintaining the achieved level in operation.

At the production stage, the NORM system includes the provisions of the BIP and SBT system, at the design stage - the main provisions of the CANARSPI system.

The introduction of the NORM system made it possible to increase the service life of Yaroslavl engines before the first overhaul from 4 thousand to 10 thousand hours, increase the warranty period on the engine by 70%, and reduce the need for spare parts by more than 20%.

Achieving the planned level of quality became possible due to integrated approach to product quality management by summarizing the experience of previous systems at all stages of the product life cycle.

In 1975, integrated product quality management systems (KSUKP) appeared at leading enterprises in the Lviv region. The goal of KSUKP was to create products that correspond to the best world analogues and achievements of science and technology. Since 1978, Gosstandart has developed and approved a system of basic functions of the UKP. In connection with the introduction of QSUKP at enterprises: metrological support of production (MOP), multi-stage analysis of defects, statistical quality control were developed, quality groups were created, quality programs began to be developed, product certification was introduced, a network of parent and base organizations and a network of institutions for to improve the qualifications of specialists in the field of PCM; courses on standardization and PCM were introduced into the training programs at universities

In 1985, it was noted that over a decade, with the help of KSUKP: it was possible to create and successfully sell competitive products, increase the share of products of the highest quality category by 2 - 3 times, significantly reduce losses from defects and complaints, reduce by 1.5 - 2 times terms of development and mastering of new products.

At the same time, it was pointed out that in many enterprises, when creating quality management systems (QMS), the basic principles of an integrated systems approach were violated, which led to formalism in this work and, in essence, to the absence of a system. The main reasons for this are the economic disinterest of enterprises in improving the quality control system, and, consequently, in the quality management system, and the introduction of QMS at enterprises using excessively administrative methods. This has given rise to the opinion among many that QMS have not justified themselves and should not be dealt with.

With the restructuring of the economy and the transition to economic accounting, it became clear that product quality was becoming the main condition for the viability of enterprises, especially in the foreign market.

Further development of the QMS took place as part of higher-level management systems: sectoral and territorial, up to the state level, based on the development of “quality” programs and their inclusion in national economic plans. In this way, the external environment of control systems was organized. In 1978, the Basic Principles of the Unified System were developed and approved by Gosstandart government controlled product quality (ESGUKP).

During the transition to market conditions, directive management methods disappeared, and competition between commodity producers appeared, who directly felt the requirements of the world community for product quality.

The great merit of Gosstandart during the transition period to the market was the work on harmonizing domestic standards for quality systems with international ones, which also reflected domestic experience in product quality management.

Despite the negative consequences of the economic crisis, Russia is focusing on improving product quality.

Quality issue? complex, it can only be solved by simultaneously pursuing appropriate policies in the fields of legislation, economics, technology, education and upbringing, as well as on the basis of the coordinated work of producers, operators and consumers, scientific and engineering structures, legislative and executive authorities. The coordinating federal executive body in the three most important areas of activity for ensuring a solution to the quality problem - standardization, certification and metrology - is the State Standard of Russia.

The technical policy of Gosstandart in the field of quality management provides assistance to domestic producers in the implementation of quality systems at enterprises in accordance with the requirements of international standards ISO 9000 family.

Domestic experience in integrated quality management is a good foundation for mastering ISO 9000 standards, which represent a higher level of development of the science of quality management.

achieving the required product quality (taking into account price) with minimal costs;

delivery of products to consumers on time;

the main criteria for achieving goals in the field of product quality are meeting consumer requirements and producing competitive products;

To master progressive world experience in quality management, it is necessary to implement a set of supporting measures, including the development and implementation of a system of measures and benefits that stimulate work. The organizational structure created in the country should be aimed at this, assessing and recognizing quality systems, as well as training specialists capable of performing all types of work in the field of quality assurance, control and improvement.

3.2 Ways to improve product quality at the enterprise

Product quality is the basis of business competitiveness. It should be remembered that quality is not an end in itself; quality is a process during which a certain product is produced. Therefore, you should firmly know what results the company wants to obtain and who they are intended for.

On modern stage methods of quality economics are very diverse and include the following main areas:

improving the concept of cost management for providing and improving products;

development of A. Feigenbaum's concept of cost management for quality assurance based on the PAF model;

concept of quality loss cost management;

formation of a cost management concept within processes.

The concept of cost management within business processes was one of the latest to emerge and is currently in development. At the same time, it was based on D. Juran’s idea of ​​​​dividing costs into necessary and unnecessary (in the modern version - “money spent” and “money lost”). This model comes from the fact that production management is the management of a system of processes that bring profit to the organization.

One of the main advantages of using a process approach to build a quality management system is that in this case it is possible to “consider processes from the point of view of adding value and achieving results in terms of performance and efficiency” (ISO 9001:2008). This means that the cost management model for process quality, on the one hand, fully complies with international requirements for quality management systems, and on the other hand, is aimed not only at increasing customer satisfaction, but also at achieving economic results and benefits for the manufacturing organization. Moreover, this concept is fully consistent with modern methods management of an organization both on the basis of process and resource models, and on the basis of business process reengineering. And besides, it was the concept of cost management for the quality of business processes that served as the basis for the development of personal and organizational systems balanced scorecards, as well as the concept of process-oriented profitability analysis, which can also be considered methods of quality economics.

One of the principles that forms the basis of ISO standards for quality management systems is the use of a process approach. A process can be considered any activity that uses resources to transform inputs into outputs. At the same time, the use of a process approach in the quality management system (both for activity management and resource management) “allows you to achieve the desired results more efficiently” (ISO 9000:2005 “Quality management systems - fundamentals and vocabulary”).

Thus, one of the main characteristics of the process is efficiency. This means that the formation and use of a process model in a quality management system in accordance with the requirements of ISO 9000 series standards will bring the most tangible results and benefits to the enterprise in the case when processes are assessed not only from the point of view of achieving results, but also from the point of view effectiveness of management processes in the organization. Another principle for constructing quality management systems is to consider continuous improvement of activities as the permanent goal of the organization.

At the same time, the main tool for high-quality management and achieving the satisfaction of all stakeholders is the use of economic methods, since it is the monitoring of costs that make up the cost of quality that allows you to quickly make management decisions in the field of quality, assess the economic consequences of these decisions, systematically approach the distribution of responsibilities and powers in the organization, increase the efficiency of quality management system processes. At the same time, in the process of planning quality goals at the organizational level, it is necessary to clearly formulate economic goals in order to monitor the economic consequences of their implementation.

However, despite the fact that the standards declared the mandatory implementation of activities to determine and improve the effectiveness and efficiency of processes and the quality management system as a whole, its practical implementation is quite complex and time-consuming. Obviously, it is not possible to determine efficiency without using quality costs and process costs. It turns out to be a vicious circle: it is necessary to evaluate the effectiveness of QMS processes, for this it is necessary to establish criteria for economic effectiveness (effectiveness, defined in monetary terms) and efficiency and determine the cost of process quality (including the total cost of quality), but there are no unambiguous criteria for efficiency and effectiveness , and the cost of the process is unknown. Obviously, precisely because of the complexity and ambiguity of solving such problems, the practical implementation of the economic aspects of a quality management system becomes a pipe dream for many organizations.

The practice of applying ISO 9000:2000 series standards has proven that “the process approach is so effective that its application seriously changes not only the level of income and expenses, not only the organization of work and the structure of the enterprise, but also the psychology of personnel.” The process approach in a quality management system is only as effective as it is implemented (or as much as we want to implement it), and the economic aspects of quality are not a part (characteristic) of the processes themselves and the process approach, but a mechanism for their evaluation.

An economic model can be created for any process in an organization. It can be used to identify and monitor process costs in relation to specific aspects of the organization, such as personnel training, quality management system analysis or new product design. Process costs are the sum of process compliance costs and non-conformance costs to form the total cost of the process. Cost of conformance - costs necessary to fulfill all established and proposed needs of customers (consumers) in the absence of deficiencies (failures) in the existing process. Cost of nonconformance is the cost of time, materials, and resources associated with the process of receiving, producing, shipping, and correcting unsatisfactory products and services. In other words, process compliance costs are the total costs of meeting process requirements in the most efficient manner, while nonconformance costs are the total amount of losses caused by not meeting process requirements, including lost opportunities and benefits.

This assumes that a process can be considered effective if the result, if all specified requirements are met, cannot be achieved at a lower cost. Therefore, costs due to non-conformity are costs due to process inefficiency, that is, excess costs of human resources, materials, increased equipment operation, resulting from process inconsistencies (errors, rework, lost profits and other losses). That is, all costs incurred in excess of the costs of the process whose efficiency is maximized are costs due to process inadequacy. Improving the process will lead to an increase in its efficiency, and therefore to a change in the ratio of compliance costs / losses due to non-compliance. With this interpretation of the cost of the process, all costs and its components will be classified according to the principle of “utility”.

The next steps in applying a process economic model will be to simultaneously monitor and analyze process costs, efficiency, and process efficiency to identify opportunities for improvement. If an opportunity to improve a process is identified, it is necessary to conduct an economic analysis of the implementation of the improvement from the point of view of its feasibility. The possibilities for improvement are endless, but how much will these improvements cost and will the next improvement lead to an increase in the cost of the QMS process or other processes in the chain of the process model?

On the one hand, the principle of continuous improvement is a fundamental principle of quality management systems, and, according to ISO 9000, “continuous improvement of the organization as a whole should be considered as its constant goal.” But on the other hand, according to the same standard, improving quality should first of all be understood as improving effectiveness and efficiency, and as the cost of the process increases, efficiency may decrease. Therefore, the stage of assessing the economic feasibility of improvements is one of the most important.

The analysis carried out in the previous chapter showed that OJSC Omskshina has an effectively working quality management system that meets the requirements of the international standard ISO 9001:2008, which is confirmed by quality certificates. The introduction of a quality management system gave OJSC Omskshina the following benefits:

The quality management system of OJSC Omskshina complies with the requirements of ISO 9001:2008, is a guarantor of the stability of the enterprise’s activities and creates trust in it from consumers (according to the statistics available at OJSC Omskshina, more than 95% of buyers require the company to have an ISO International Standard certificate) ;

the company's manageability has increased; the enterprise clearly distributes the responsibilities and powers of employees;

the joint stock company demonstrates the ability to produce products of the required quality;

when concluding contracts, product requirements began to be more clearly established; improved contract traceability;

toughened up input control quality of purchased materials; OJSC Omskshina gives preference to suppliers who have a certified quality management system;

operational control has been strengthened at all stages of production.

The introduction of a quality management system also affected the economic results of the enterprise: sales volumes increased, and the enterprise's profit increased.

At the same time, the analysis made it possible to identify a number of problems that impede the successful functioning of the quality management system at OJSC Omskshina:

the quality of incoming raw materials does not always meet the requirements;

significant moral and physical wear and tear of equipment, preventing the production of high-quality products, etc.;

the presence of marriage and, accordingly, losses from marriage.

In this regard, to continuously improve quality, ensure increased competitiveness of products and achieve success in the market, a quality management system according to international ISO standards is not enough. The quality management system at OJSC Omskshina based on MS ISO 9001:2008 made it possible to fix a certain level of management and opened the way for the company to the external and internal markets. In order to take a stable position in the market and solve economic and social problems in a comprehensive manner, it is necessary to orient the enterprise to work according to the principles of TQM (Total Quality Management), which will allow it to work more successfully in market conditions and use modern approaches and management methods.

The main elements of TQM that OJSC Omskshina should strive for include:

revaluation of values, i.e. a more critical assessment of the activities of employees and the enterprise as a whole, a focus on continuous improvement of quality, the execution of all operations and the interaction of all employees to achieve these goals;

the process of constantly monitoring non-compliance with norms and rules in the activities of the enterprise (defects, errors, etc.) and finding ways to correct them (improving the quality of work), in which all employees of the company are involved;

changing and improving training systems and career growth in the company to adequately motivate employees to cooperate and improve the quality of all operations;

building a system of working with suppliers and clients of the company that would be focused on the process of continuous quality improvement.

In addition, the efforts of OJSC Omskshina should be aimed at reducing the level of depreciation of fixed production assets, which requires additional investment costs for the purpose of their modernization and renewal. The implementation of these measures will help, on the one hand, improve the quality of manufactured products and reduce the volume of defects and complaints, on the other hand, this will reduce total costs for the production of products, which increases its competitiveness.

An important activity in this case is training and continuous professional development of personnel. Since, depending on the level of knowledge and ability of industrial production personnel, the quality of manufactured products, the size of defects and complaints greatly depends.

Conduct special events aimed at increasing the interest and motivation of personnel to perform quality work.

In our opinion, in this case, various methods of innovation management can be applied, in particular, methods of persuasion, methods of incentives and methods of coercion.

An analysis of the causes of defects in manufactured products showed that many reasons are associated not only with production technology, but also with the quality of purchased raw materials and materials, which requires special measures aimed at eliminating this factor.

Thus, improving the activities of OJSC Omskshina in the field of improving product quality requires the following specific activities:

orient the enterprise to work not only according to international ISO standards but also according to the principles of TQM (Total Quality Management), including the recognition and implementation of integrated and systematic approaches as the most effective methods of achieving goals in the field of product quality;

Conclusion

To summarize, the following conclusions must be drawn:

quality is a very complex, contradictory and non-obvious category. It permeates all aspects of people’s lives and is the most important stimulus for the activities of every person and society as a whole;

according to GOST 15467 - 79 “Product Quality Management” basic concepts, terms and definitions” product quality is a set of properties that determine its suitability to satisfy certain needs in accordance with its purpose;

in accordance with GOST 15467, product quality management is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality;

The QMS is part of an organization's management system aimed at meeting the needs, expectations and requirements of interested parties to achieve results in accordance with quality objectives;

Only those enterprises in which each employee is focused on quality, has appropriate motivation and qualifications, and actively contributes to meeting the needs of both internal and external consumers can provide the required quality;

product quality indicators are classified according to the following criteria: by the number of characterized properties, characterized properties, method of expression, and by the stages of determining the values ​​of indicators;

There are various methods for determining the assessment of the level of product quality, such as: measurement, calculation, organoleptic, registration, expert, sociological and traditional methods;

Summarizing best practices in product quality management in industrialized and developing countries, the following can be noted:

goals and objectives in the field of increasing, ensuring and improving product quality are at the center of the economic policy of every firm, company, concern. At the same time, the main thing is considered to be satisfaction of the requests and requirements of consumers;

achieving the required product quality occurs (taking into account the price) with minimal costs;

Products are delivered to consumers on time;

recognition and implementation of integrated and systematic approaches to product quality management as the most effective methods of achieving goals and solving problems in the field of product quality;

use of high quality labor tools in the production of competitive products;

continuous and systematic education and specialized professional training of highly qualified personnel in the field of ensuring and managing product quality;

constant, conscientious and creative work of all employees to increase, ensure and improve the quality of products;

instilling in every product manufacturer, performer, and all employees a respectful attitude towards the consumer and customer;

creating an atmosphere of respect for employees of any job category and attention to their needs, requests, and everyday life;

The analysis and assessment of the quality of OJSC Omskshina products allows us to focus on the following significant points:

The strategic goal of OJSC Omskshina is to strengthen the position of the leader in the tire industry of the Russian Federation through global reconstruction and modernization of production facilities, allowing for the production of tires using more efficient technologies, updating the range of products, improving their quality, and developing new markets;

The enterprise's own funds are mainly used to improve existing production. The implementation of large investment projects related to the organization of new production facilities based on modern foreign technologies, with the acquisition of equipment from leading foreign manufacturers, is carried out with the support, direct participation and attraction of funds from OJSC Omskneft;

in 2007, work on the quality management system (QMS) was carried out in two directions:

Maintaining an existing QMS in accordance with the requirements of the international standard ISO 9001:2008.

Improving the QMS in accordance with the requirements of ISO/TU 16949:2002 “Quality management systems. Special requirements for the application of the ISO 9001:2008 standard for organizations that produce serial and spare parts for the automotive industry” - according to the requirements of automobile factories;

The efficiency and effectiveness of the QMS was confirmed by an analysis of the performance of indicators for 2007:

Quality goals for 2007 have been achieved.

Consumer satisfaction according to a comprehensive assessment was 99 points out of 100 possible, which corresponds to the rating “the consumer is delighted”;

in 2008, OJSC Omskshina began implementing the Lean Manufacturing production system, which should ensure optimization of production resources, reduction of unproductive costs and, ultimately, increased competitiveness of products;

analysis and shipments of tires in physical terms showed a decrease in sales volumes in 2008 compared to 2007. This also applies to export shipments and shipments of tires to the domestic market. Which indicates that the increase in sales revenue, as can be seen when analyzing the financial results of the enterprise, occurs mainly due to an increase in prices for marketable products;

analysis of complaints showed that the level of this indicator in relation to the total output does not exceed the standard levels at the enterprise. Nevertheless, the presence of such a volume of tire complaints indicates that the ongoing quality management system and the existing production process do not provide a 100% guarantee of bringing the volume of complaints to zero;

The analysis of final defects showed that its level in all types of manufactured tubes does not exceed the permissible limit; however, it is necessary to take appropriate measures to reduce the level of final defects in order to bring it closer to the standards of tire manufacturers in developed countries.

analysis of the causes of final marriage various types auto cameras showed that the main type of defect is bubbles, with the exception of passenger-size cameras, where the causes of defects include joint divergence, foreign inclusions and welded rubber. At the same time, when analyzing the causes of defects using the Pareto method, it is important to reflect the size of defects for each reason not only in physical terms, but also in value terms, which allows us to assess the scale of losses from defects and focus our attention on the most unprofitable causes of defects.

In our opinion, in order to improve the quality level of products manufactured by OJSC Omskshina, it is necessary to carry out the following measures:

orient the enterprise to work not only according to international ISO standards but also according to the principles of TQM (Total Quality Management), including the recognition and implementation of integrated and systematic approaches as the most effective methods of achieving goals in the field of product quality;

renewal and modernization of fixed production assets and the use of high quality labor tools;

continuous and systematic training and advanced training of personnel in the field of ensuring and managing product quality;

ensuring staff interest and motivation for quality work;

establishing reliable relationships with suppliers in order to purchase quality raw materials;

improve the quality of manufactured products with minimal production and commercial costs;

The transition of an enterprise to integrated quality management systems will help solve the above-mentioned recommendations and ensure the financial stability of the enterprise.

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5.18. Ways to improve the quality of products and organize rejection

Product quality in modern economic conditions has become the most important factor in the competitiveness of an enterprise. Naturally, in market relations, the manufacturer strives to achieve stable quality of its products and use all the tools developed by world and domestic practice. The most important of them is the quality assurance system (quality system).

Quality system- a set of organizational structure, responsibilities, processes and resources that ensure the implementation of overall quality management.

The quality of public catering products primarily depends on the quality of incoming raw materials. Firms or individual enterprises, concluding an agreement for the supply of food products or material and technical supplies, must be confident in the supplier. Enterprises that process and produce food products must implement a product quality management system. The quality system is not only a means of ensuring the quality of goods, but also a criterion for assessing the reliability of the supplier.

There are two ways to ensure the quality of the product. The first is verification, control of the product itself. This method is quite acceptable when a small quantity of goods is purchased. But if we're talking about about a wholesale purchase, then even with complete control, due to random factors, you can miss a defective product.

In recent years, another method has been increasingly used: checking not the product, but the ability of the enterprise to produce products with quality that satisfies the consumer.

This also applies to catering establishments. The most important generally accepted tool for integrated quality management is the quality system. What criteria should a quality system meet? The International Organization for Standardization (ISO) took on the task of preparing the response. This organization has issued three international standards, which received the ISO index 9000; these standards take into account the rich experience of the largest companies in a systematic approach to the problem of quality.

The cornerstone principle of the quality system is to cover all stages of the product life cycle. For a public catering enterprise, you can indicate the following stages of the product life cycle (Diagram 24):

1. Marketing, searches and market research.
2. Development of technical requirements for products, enterprise standards.
3. Logistics.
4. Preparation and development of production processes.
5. Production.
6. Control, quality control.
7. Technical assistance and service.
8. Sales and distribution of finished products.

Diagram 24. Stages of the product life cycle

According to the nature of the impact at the stage of the product life cycle, three areas are distinguished in the quality system:

Quality assurance;
- quality control;
- quality improvement.

Quality assurance is a set of planned and systematically carried out activities to complete each stage of the “quality loop” so that the product meets quality requirements.

Quality control includes methods and activities of an operational nature. These include: process management, identifying various types of deficiencies in products, production and eliminating these shortcomings and the causes that caused them.

Quality improvement- This is a constant activity aimed at improving product quality, reducing costs, and improving production.

The object of the quality improvement process can be any element of production, for example, a technological process, the introduction of a scientific organization of labor, modern equipment, the provision of inventory, tools, staff training, etc. Constant quality improvement is directly related to increasing the competitiveness of products.

The management of a firm, company (enterprise) develops and defines a quality policy, ensures coordination with other activities and monitors its implementation at the enterprise.

The main document in the development and implementation of a quality system is the “Quality Manual”, which sets out reference data (normative and technological documentation, standards, documents confirming product quality, plans for "NOT", for improving production, training and advanced training of personnel and the enterprise etc.). The "Quality Manual" can be used as demonstration material confirming the effectiveness of the quality system for other organizations (consumers), certification bodies, as well as for voluntary certification of the quality system. A certificate confirming that the enterprise operates " quality system” helps to increase the competitiveness of the enterprise.

Quality data recording should be carried out to confirm that the required quality has been achieved. All elements of the quality system should be subject to constant and regular inspection and evaluation.

Checks can be external and internal. External control is control by local administration bodies, sanitary and epidemiological supervision, trade inspection, etc. Assessments of the quality of the enterprise's food are entered in an audit log, a rejection log. If violations are detected, an inspection report is drawn up in two copies, one copy remains at the enterprise.

Internal control is carried out by the enterprise administration: director, production manager and their deputies, shop managers, as well as cook-foremen. Controlling the quality of food is called rejecting finished products. For the purpose of daily quality control of products manufactured at large enterprises a rejection commission is created. The composition of the rejection commission includes: chairman - director of the enterprise or his deputy for production; production manager or his deputy; process engineer (if available on staff); cook-foreman, qualified cook; sanitary doctor (if there is one on the company’s staff). In small enterprises, there may be no rejection commission; in this case, the production manager is responsible for checking the quality of food. The composition of the rejection commission is approved by order of the enterprise.

The marriage commission is guided in its activities by regulatory and technical documentation - collections of dish recipes, technical and technological maps, technical conditions and technological instructions for semi-finished products and culinary products, standards, requirements for the quality of ready-made dishes.

The grading commission conducts an organoleptic assessment of food quality, determines the actual weight of piece goods and semi-finished products. All batches of prepared dishes are subject to rejection before the start of distribution. In a restaurant, quality control of portioned dishes is carried out by the production manager selectively throughout the day.

The most important conditions for the production of high-quality dishes are strict adherence by all employees to the standards for laying raw materials and the implementation of the technological process in strict accordance with established requirements. Of great importance are the mechanization of technological processes, as well as the development of new progressive technology for preparing dishes, the development of technology for the preparation and use of chilled dishes, and the creation of optimal conditions for the sale of culinary products. Improving the quality of food largely depends on the professional training of catering specialists. All these conditions clearly resonate with the principles of the quality system and the stages of the “quality loop”.

The quality of dishes is assessed in the following sequence. First, they try dishes that have a mild taste and smell, then more spicy ones; Sweet dishes are tasted last.

Each of the five food quality indicators (appearance, color, consistency, smell, taste) is assessed using a five-point system. The average score is displayed as the arithmetic mean accurate to one decimal place. For example, the dish received the following ratings:

Appearance - good;
- color - excellent;
- consistency - good;
- smell - excellent;
- taste - good;
- average score - 4.4.

When carrying out grading, an “excellent” rating is given to dishes prepared in strict accordance with the technology and in which there are no deviations in organoleptic indicators. A dish prepared in accordance with the recipe, but with minor deviations from the established requirements, is rated “good”. A “satisfactory” rating is given to dishes that have significant deviations from technology requirements, but are allowed to be sold without processing.

The “unsatisfactory” rating is given to dishes with an extraneous taste that is not characteristic of them, as well as those that are sharply over-salted, undercooked, undercooked, or have incomplete yield. Such dishes are not allowed to be sold. In cases where identified deficiencies can be eliminated, the dishes are sent for processing. If it is impossible to correct the defects, the products are rejected, documenting this with the appropriate act.

The results of checking the quality of culinary products are recorded in a rejection journal before the start of its sale and certified by the signatures of the rejection commission (see table):

Extract from the reject log

product name	Assessment of the quality of dishes and products			Responsible for preparation
	I party 10.30	II game 12.30	III batch 14.30
Fish salad	Vegetables are cut in the correct shape. The taste is spicy, moderately salty, with the smell of fish and seasonings. The consistency of boiled vegetables is soft, while raw vegetables are slightly crunchy.	The appearance of the product meets the requirements, the salad is tasteful, but the potatoes are slightly overcooked.	Satisfactorily Vegetables and fish have retained the same cutting order, but the pickled cucumbers are not pressed, and the taste of cucumber brine is felt.	Cook V category N.S. Ivanov
Homemade noodle soup with chicken	The roots and onions are cut in the correct shape, the soup is tasteful, but the homemade noodles are slightly overcooked.	Roots, onions and homemade noodles are cut in the correct shape. The taste of the soup is moderately salty, the aroma of sautéed roots, onions and broth is felt Broth color is amber The consistency of the roots and noodles is soft.	Satisfactorily The soup is tasteful, but there is a smell of slightly overcooked roots. Chicken bouillon not transparent enough.	Cook V category A.S. Sidorov

The correctness of the technological process, compliance with recipes, the quality of incoming raw materials, as well as finished products and semi-finished products produced by enterprises, are controlled by sanitary and food laboratories. Using laboratory tests, physicochemical (proportion of dry matter, proportion of fat, proportion of salt, content of heavy metals, etc.), microbiological indicators (mesophilic aerobic and facultative anaerobic microorganisms, bacteria) are determined coli, pathogenic microorganisms, etc.).

Another characteristic feature of a quality system that determines its effectiveness is Full time job on analysis and assessment of quality costs.

Quality costs are divided into production and non-production.

Production costs are associated with the enterprise's activities to ensure the required product quality. These are the costs of preventing defects, losses from the production of defective products (losses from defects, compensation for damage, etc.).

Non-production costs are associated with product quality assurance, such as product and quality system certification.

In accordance with the ideology of the ISO 9000 series of standards, the quality system should function according to the principle: problems are prevented, and not identified after they occur.

Systematically carried out measures to prevent emerging inconsistencies can be aimed at replacing process equipment, tools, outdated documentation, etc.

A special place in the work to ensure stable product quality is occupied by preventive measures to eliminate product defects.

Let us now consider the basic requirements of the quality system, which must be met at the stages of the product life cycle to ensure the required level of production.

The first stage, which largely determines the result of all enterprise quality activities, is marketing. The marketing function at an enterprise must provide an accurate definition of market demand and product sales necessary for planning production volumes, objectively assess consumer requirements based on constant analysis, collect information about complaints, etc. Marketing is a system of management levers and methods that links a single whole, the main economic functions of the enterprise for the development, production and sales of products. In quality systems, marketing is given great importance when determining market needs and establishing feedback from product consumers. In large companies, joint stock companies There must be marketing departments.

The results of marketing research determine the processes product design. For public catering, this means developing signature dishes, dishes from new types of raw materials. At this stage, recipes, technical specifications, standards are developed, experiments and tests are carried out, and quality is checked in the laboratory. At this stage, it is very important to prevent errors in the development of new products.

The purpose of the complex of works on logistics in the quality system is to ensure stable quality of incoming raw materials, semi-finished products, and items of material and technical equipment. At this stage, choosing reliable suppliers is very important.

A necessary condition for effective work to prevent defects at the stage of development of production processes is the use of planning methods: what equipment needs to be purchased, study the equipment supply market. At this stage, production processes are developed, creating optimal conditions for stable production of products in strict accordance with the requirements of regulatory documentation. Problems of development are being solved new technology, ensuring the stability of equipment operation, personnel training, etc.

At the production stage, the quality system provides for a set of measures aimed at ensuring production stability to produce products in accordance with the requirements of regulatory documentation. This is, first of all, quality control of products, control of technological discipline, and metrological support of production. An important place among the methods and means of ensuring stable quality of production is given to the system of incentives for enterprise employees, as well as their training and advanced training.

The stage of technical assistance and maintenance plays an important role in the quality system. This stage includes loading and unloading operations; strict compliance with product safety requirements; creating optimal storage conditions; technical assistance in equipment maintenance.

So, the principles of constructing a quality system and the basic requirements for the stages of the product life cycle have been considered.

The quality system must meet the following basic principles:

Personal participation and responsibility of the manager in work to ensure product quality;
- availability of clear planning in the field of quality;
- a clear distribution of responsibility and authority for each type of activity, ensuring the implementation of the enterprise’s plan in the field of quality;
- determination of costs to ensure product quality;
- ensuring the safety of products, works, services for consumers and the environment;
- stimulating the development of quality improvement work;
- systematic improvement of methods and means of quality assurance and control.

Questions to test knowledge

1. What is the quality system?
2. What determines the quality of products?
3. In what ways can you ensure the good quality of the product?
4. Name the main stages of the product life cycle or “quality loop”.
5. What directions of influence on the stages of the “quality loop” are highlighted?
6. Define the areas: quality assurance; quality control; quality improvement.
7. What does the concept of “quality management” mean?
8. What types of inspection of an enterprise can there be?
9. Who exercises external control over the operation of the enterprise?
10. Who exercises internal control over the production of quality products?
11. Who can be part of the rejection commission?
12. What guides the rejection commission in its activities?
13. What is organoleptic rejection?
14. How is organoleptic evaluation carried out?
15. What grades are given to dishes during organoleptic evaluation and for what?
16. What is determined in finished products using laboratory tests?
17. How can you divide the costs of product quality? Give their characteristics.
18. Characterize the stages of the product life cycle - “quality loops”:
- marketing;
- product design;
- logistics;
- development of production processes;
- production;
- quality control;
- technical assistance and maintenance.
19. List the basic principles of what characteristics a quality system should meet.

Quality management at enterprises is carried out with the aim of continuous improvement of products and services provided. It is also aimed at bringing goods into compliance with state and international standards. The fundamentals of quality management regulate the most important points that make it possible to satisfy the needs of consumers and ensure the appropriate level of safety.

Definition of the concept

The essence of quality management can be defined as the purposeful activity of managers and employees of a particular enterprise to influence the production process with the aim of continuously improving product quality. This activity can be carried out by both senior management and ordinary personnel.

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

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

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

Development of quality management

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

• Until the end of the 20th century, individual control took place. Each manufacturer independently assessed its product for compliance with the original sample or design.
• By the beginning of the 20th century, the need to distribute responsibilities became obvious. This is how shop control arises, which implies assigning an individual area of ​​responsibility to each worker.
• At the next stage, we can talk about the emergence of administrative control, which implies the direct participation of top management in quality management processes.
• With the expansion of production scales, there is a need to create separate technical control services at the enterprise, which not only assess compliance with the standards of the final product, but also monitor the entire production process.
• Since there is a need for high-quality and quantification production results, statistical methods begin to be applied.
• A system of universal control is being introduced. This means the involvement of workers at all levels in quality management.
• At the beginning of the 21st century, the international organization ISO was created, which deals with standardization and certification of products.

How is quality management carried out?

The quality management process in each individual company can be carried out differently. However, there is a standard framework that guides the actions of managers at various levels on this issue.

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

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

An enterprise policy such as total quality management is characterized by a number of features:

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

Quality Management System

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

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

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

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

Quality management methods

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

• Administrative methods are some directives that are mandatory. These include:
  • regulation;
  • norms;
  • standards;
  • instructions;
  • management orders.
• The technological method consists of both individual and combined control over the production process and the final result. For this purpose, all kinds of modern engineering means are used, which are improved every year. The most objective results are characterized by automated devices that measure and evaluate certain parameters without the participation of enterprise employees.
• Statistical methods are based on the collection of digital data on product output, as well as its quality indicators. Next, the obtained indicators are compared for different periods in order to identify a positive or negative trend. Based on the results of this analysis, a decision is made to improve the quality management system.
• The economic method consists of assessing the cost of measures aimed at improving quality, as well as the financial result that will be achieved after their implementation.
• Psychological method - implies a certain influence on the workforce, which consists in the desire of workers to the highest quality standards. What matters here is self-discipline, the moral atmosphere in the team, as well as assessment individual characteristics each of the employees.

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

Functions

The following quality management functions can be distinguished:

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

It is worth noting that the functions of quality management, with the exception of specific points, largely overlap with the basic functions of management.

Basic principles

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

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

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

Conditions

In order to put these principles into practice, it is necessary that there be following conditions quality management:

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

ISO

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

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

• focus on customer needs;
• unconditional leadership of the manager;
• involving employees of all levels in quality management processes;
• division of the production process into specific stages and components;
• understanding of quality management as a system of interconnected elements;
• continuous pursuit of improving product quality and improving production mechanisms;
• all decisions must be made only on the basis of facts;
• The organization's relationship with the external environment must be mutually beneficial.

Speaking about the ISO 9001 system, it is worth noting that it defines specific requirements that, unlike principles, are mandatory. According to this standard, enterprises receive a certificate that confirms the appropriate level of their products, capable of fully satisfying customer needs and also ensuring safety.

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

It is worth noting that bringing production into compliance with ISO standards is a voluntary decision of the manager. However, for ambitious organizations that do not wish to be limited to local markets, following these regulations, as well as obtaining the appropriate certificate, is mandatory.

Why is quality management needed?

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

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

Every enterprise manager must realize that ensuring a high level of quality is necessary not only for the end consumer, but also for the enterprise itself. Why? Competent organization of quality management, as well as adherence to all state and international standards, opens up new markets for products, and therefore allows us to achieve maximum profit.

Main problems

Quality management is accompanied by a number of problems and significant obstacles. These include the following:

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

Quality Tools

The following groups of quality tools can be distinguished:

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

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

System for ensuring the active activity of the sales department.

Improving the quality of post execution.

To improve the quality of commercial operations on railways Modern technology is being introduced.

Assembly of forms.

In horizontal molding, to improve the quality of individual parts of castings, vertical mold filling is sometimes used. After installing and strengthening the rods in the lower half-mold, a bead of clay is laid along the perimeter of the parting plane of the half-mold. A clay roller separately insulates the gating / and 4 risers located in the parting plane. Extension sprue 7 and blowout bowls 5 are installed on the upper surface of the mold.

Work is being carried out at factories to improve the quality of operations.

Systemic role control is the most effective means of improving the quality of fulfillment by members of an organization of their role requirements, however, its complexity and the presence of system requirements for its organization largely prevent its widespread dissemination.

A significant economic effect with increasing industrialization of installation work also arises as a result of an increase in the quality of work, resulting in a reduction in the cost of commissioning work during installation and repair work during operation.

Much attention is currently being paid to reducing tolerances on the dimensions of semi-finished products and tire parts, improving the quality of all operations and transitions in the technological process of their production, mechanization and automation of processes, and eliminating manual operations from tire production.

When upgrading a machine, you need to select drawings common types this machine and its components, study the design and find out ways and possibilities for improving the quality of work, increasing productivity, increasing operational reliability, etc.

The introduction of OASU can also improve the work of governing bodies of related industries and government agencies management (systems of planning, banking and financial, accounting and statistical and other bodies) by increasing the efficiency of interaction (improving the quality of contract execution, financial settlements) with other divisions of the national economy.

The PPR system must contain measures aimed at maintaining technological and handling equipment in a constantly working condition, ensuring the specified productivity and high quality of work performed, extending the service life between repairs, reducing repair and operating costs, as well as improving the quality of repair work.

When organizationally evaluating options, real organizational conditions are taken into account, which are a prerequisite for the successful implementation of a particular option. At economic assessment The following are taken into account: the level of reducing labor costs and improving the quality of performance of functions, as well as trends in changes in the main indicators of the enterprise.

The main tasks of the algorithm reflect the essence of processing useful information messages, for which the designed IC is intended. An algorithm's auxiliary tasks typically reflect additional signal transformations needed to improve the performance of the primary tasks. Additional tasks of the algorithm are identified during the IC design process. By their nature, additional tasks are auxiliary tasks formulated as a result of adjustments to the technical specifications. The correction may affect not only the signal conversion algorithm, but also the input and output parameters of the IC. The tasks of the signal conversion algorithm reflect a set of rules and requirements for the operation of the IC. They can be formulated testually, using logical and mathematical expressions, graphically and in a mixed way.

The main tasks of the algorithm reflect the essence of processing useful information messages, for which the designed IC is intended. An algorithm's auxiliary tasks typically reflect additional signal transformations that are needed to improve the performance of the primary tasks. Additional tasks of the algorithm are identified during the IC design process. By their nature, additional tasks are auxiliary tasks formulated as a result of adjustments to the technical specifications. The correction may affect not only the signal conversion algorithm, but also the input and output parameters of the IC. The tasks of the signal conversion algorithm reflect a set of rules and requirements for the IC. They can be formulated textually, using a system of logical and mathematical expressions, graphically and in a mixed way.

Introduction

1. From a system of defect-free manufacturing of products at the workplace to a comprehensive product quality management system at the enterprise
2. Development of a systematic approach to product quality management abroad
3. The main directions of using domestic and foreign experience of a systematic approach in product quality management

Introduction

One of the most important factors in increasing production efficiency is improving the quality of products.

Improving the quality of 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 a country and is a decisive factor in increasing its national wealth.

In the structure of exports of the national economy of our state, mechanical engineering products make up a relatively small amount, that is, our exports are still focused on raw materials.

The main reason for the extremely low volumes of exports of mechanical engineering products is their insufficient competitiveness, and this reason is aggravated by fierce competition in world markets.

In industrialized countries, many firms and companies operate quality systems that successfully ensure high quality and competitiveness of their products. For the most part, these systems are similar to domestic integrated product quality management systems (QMS), but unlike them they are much more efficient.

The composition and essence of quality systems is regulated by a number of international standards for product quality management. For consumers, the presence of such systems at product manufacturers is a guarantee that they will be supplied with products of the required quality in full compliance with agreements (contracts). Therefore, when concluding contracts, the consumer often requires checking the manufacturer’s quality assurance system for compliance with the requirements of international standards. Thus, Russian enterprises cannot do without this kind of product quality assurance systems.

Machine-building enterprises that have formalized and functioning integrated product quality management systems have a fairly serious basis for the development and implementation of product quality assurance systems that meet the requirements of international standards. These systems will become effective means and a tool for managing product quality and ensuring its competitiveness.

1. From a system of defect-free manufacturing of products at the workplace to a comprehensive product quality management system at the enterprise

All the experience of carrying out work to solve the problem of product quality at mechanical engineering enterprises determined the need to use a systematic approach. On its basis, attempts are currently being made to create and improve almost all control systems everywhere.

The systems approach involves the study of a particular object as a system of an integral complex of interconnected elements in unity with the environment in which they are located. The elements of any system, as a rule, are systems (subsystems) of a lower order, and each system (subsystem), in turn, acts as separate element higher order systems /4, p.11/.

Each system must have a purpose, which determines the nature of the interaction and interconnections of all elements and subsystems of the system. In it, first of all, it is always necessary to distinguish the control object (managed subsystem) and the control subject (control system), between which direct connections must be made (from subject to control object - information and influences) and reverse (from object to subject - information about the state of the control object) communication channels. Each of the systems must be open and have an input, an output, direct and feedback connections with the external environment, higher and lower order systems.

It should, however, be recognized that a systematic approach to product quality management at mechanical engineering enterprises is the result of the evolution of forms and methods of quality work, starting from an individual form of organizing quality work and ending with the widespread introduction of a systematic organization of quality work.

At enterprises of the Soviet Union, a systematic approach began to be used in the 40-50s, that is, 20 years after the organization of product technical control departments. In the process of work of the quality control department, it became clear that in conditions of relatively high technical equipment of production departments, an increase in labor productivity and insufficient responsibility for the quality of manufacturing workers, due to poor equipment with means of product quality control, the quality control departments from active bodies for the prevention and prevention of defects turned into departments of elementary sorters manufactured products /4, p.14/. This nature of the work did not contribute to systematic improvement and ensuring the established level of product quality from its manufacture to use (operation).

There was a need to switch to decentralized system quality control of manufactured products, which forced work teams to search for new methods of quality assurance.

The most typical representatives of the systematic organization of work are rightfully considered: the Saratov system of defect-free manufacturing of products and delivery of them to the quality control department and the customer from the first presentation, the more advanced KANARSPI system (quality, reliability, service life from the first products), developed by a number of design organizations in the Gorky region, Yaroslavl the NORM system (scientific organization of work to increase engine life) and, finally, the Lviv integrated product quality management system (KS UKP).

According to the Saratov BIP system, introduced at the enterprises of the Saratov region in 1955 /47, p.257/, a mechanism was found to activate participants in the production process, stimulating them to identify and eliminate not defects, but the causes of defects. After re-presentation, the worker lost the bonus. The inevitability of punishment forced the worker to strictly observe technological discipline or to make claims to the foreman, the tool service, or the chief mechanic's service if the cause of the defect was low quality materials, blanks, tools, equipment, machine /3, p.14/.

The Gorky system provides for broad, stable and constant interaction between the experimental design bureau (EDB) - the developer and the plant carrying out mass production. The main task is to identify and eliminate possible causes of defects at the pre-production stage and in the process of preparing the production of new products. The system was designed to practically eliminate the fine-tuning of the product and technology during mass production. It provided:

thorough and in-depth research, design and experimental work when creating a product;

accelerated and special tests for the reliability and durability of product units and components;

widespread use of methods of full-scale, model and mathematical modeling of the behavior of a product, its components and assemblies in conditions close to operation;

carrying out the full scope of work on technological preparation for serial production.

The Yaroslavl NORM system was introduced in the mid-60s at the Yaroslavl Motor Plant Autodiesel .

In this system, one of the most important technical parameters- service life until the first major overhaul. Special attention paid attention to the development of design and technology that ensures an increase in the technical level and quality of the engine.

It also used and developed the basic elements of the Saratov and Gorky systems for organizing work on the quality of products, as well as in the Gorky system, the experience of using the Saratov system of defect-free manufacturing of products was used.

In the first half of the 70s, as a result of a joint scientific and production experiment of enterprises of the Lvov region, the All-Russian Scientific Research Institute of Standardization of the USSR State Standard and the scientific and production association System a comprehensive product quality management system was developed and tested.

In it, the organization of quality work is carried out by forming the functions and tasks of quality management, as well as their careful and coordinated distribution between enterprise management bodies.

The main goal of the system was formulated as follows: ensuring high and sustainable growth rates in the quality of products manufactured by the enterprise. It is achieved:

creation and development of new high-quality types of products;

timely launch of new products into production;

removal of obsolete products from production;

improving the quality indicators of products through their improvement and modernization.

Functions and tasks, methods and methods of their implementation are fixed in a set of enterprise standards (STP). The range of functions and tasks included in the STP includes the following:

forecasting needs, technical level and product quality;

planning to improve product quality;

standardization of product quality requirements;

product certification;

organization of development and production of products;

organization of technological preparation of production;

organization of metrological support;

organization of logistics;

special training and education of personnel;

ensuring the stability of the planned level of product quality during its development, manufacturing, warehousing, transportation, sales and operation (consumption);

stimulating improvement of product quality;

quality control and product testing;

supervision of implementation and compliance with standards, technical specifications and the state of measuring instruments;

legal support for product quality management;

information support for the product quality management system.

The use of organizational design was and is of inestimable importance in the creation of an integrated system and the development of a systematic approach to product quality management.

The development of system projects in compliance with all design rules made it possible to implement a truly comprehensive management process and link all aspects of the enterprise’s activities in the field of product quality. A special role in this regard was to be played by one of the most important documents of the system project - a comprehensive plan for improving product quality (program Quality ).

At the Voronezh Aviation Production Association (now the Voronezh Joint-Stock Aircraft Manufacturing Company - VASO), an integrated product quality management system (KS UKP) was introduced in 1976 (Appendix 1.) /5, p.73/.

The CS of the UCP is an organizational structure for the distribution of powers and responsibilities, requirements and methods for their implementation, and also includes the resources necessary for its functioning.

KS UCP is the main part of the overall enterprise management system and functions simultaneously with all other activities in the enterprise, in coordination and interaction with them.

Interaction takes place at five levels:

Organization of work on product quality management at the level of enterprise management (director, chief engineer, their deputies).

Organization of work on product quality management at the level of chief specialists, ensuring the solution of the tasks of a comprehensive product quality assurance program.

Organization of work on the CS at the level of heads of workshops and departments who implement activities on the CS of the CM within their departments.

Organization of work on UKP at the level of heads of bureaus, teams, sections, which ensure the organization of defect-free production of products and the work of quality performers.

Organization of work of direct performers to ensure high quality products, who in their activities organize personal work of strict execution and compliance with the requirements of regulatory and technical documentation and ensuring the achievement of high product quality indicators.

The PCM system must function in such a way that a potential customer or consumer of the product is confident that:

his requirements for this product will be fully satisfied;

emerging problems will not only be eliminated, but will not be able to arise in the future due to the operation of an effective mechanism to prevent their occurrence;

products, as a result of their constant improvement taking into account the achievements of domestic and foreign scientists, as well as accumulated experience, will continue to meet growing needs.

Turning to the organizational structure of the CS UKP, it should be noted that:

the implementation of the above requirements is carried out on the basis of permanent organizational, technical, economic measures to ensure and maintain the required level of product quality during its development, production and operation;

general management of the system is carried out by the General Director of VASO, who determines the policy in the field of product quality and provides the necessary conditions for its implementation;

coordination of activities structural divisions for the implementation of the quality policy and the requirements of the quality management, the development of fundamental documents, general rules and procedures for quality assurance is assigned to the deputy general director by quality;

methodological guidance and coordination of the activities of all VASO quality management divisions is carried out by the Product Quality Management Bureau, which is structurally part of the technical control department and reports to the Deputy General Director for Quality;

prompt development of organizational and technical measures to prevent product failure during testing and operation is carried out with the help of a quality coordination council.

The control objects in the management system are the conditions and factors that influence the quality of products. These include:

state of design, technical, regulatory and technical documentation;

quality of equipment, accessories, tools, measuring instruments, control;

quality of raw materials, materials, semi-finished products, purchased components;

quality of organization and production management;

quality of production processes and rhythm of work;

economic mechanism and its elements (plan, pricing, economic incentives...);

quality of personnel management.

The introduction of CS UKP at domestic enterprises has had a great positive experience in improving product quality. But at the same time, it should be taken into account that when practical use In addition, shortcomings have also emerged in the use of CS UKP methods, which in modern conditions no longer allow the production of competitive products. Among the disadvantages inherent in the CS UKP, the following should be noted:

weak methodological guidance from industry, parent and base organizations on UKP and standardization;

the passivity of enterprise managers in matters of creating and improving management management systems, as well as in matters of creating and staffing management management units with trained and proactive employees;

formal attitude to the organization of management systems;

a superficial analysis of the state of affairs in the field of product quality and the same approach to the creation and assignment of appropriate functions to the KS UKP, neglect of the most important principles of product quality management;

the cumbersomeness of the system caused by the creation of a large number of enterprise standards, often duplicating each other;

underestimation of the role of training in UKP, which led to a lack of understanding by employees of the need to carry out work in the field of product quality, the importance of compliance and implementation of enterprise standards;

emasculation and exclusion from the documents being developed of valuable and necessary provisions for work in the field of product quality when coordinated with the concerned services;

not all divisions of enterprises participated in work to improve and ensure product quality;

work on UKP within the system was headed by technical control departments, and not by the first managers of the enterprise, which created contradictions between managers and quality control departments during work to plan And for quality ;

insufficient level of traceability of materials, parts, assemblies and products in cases of defects and failures;

forgetting the fundamental principles of UKP at some enterprises in real conditions;

insufficient incentives for the production of high-quality products;

incomplete management coverage of conditions and factors affecting product quality;

incomplete interconnection of the management control system with other management systems;

the PCM systems do not properly reflect the importance and role of personnel in ensuring product quality;

insufficient level of material, technical, technological and metrological support for production.

But experience has shown that it is precisely this kind of system that is the tool with which it is possible to create, with the widespread use of economic methods in management, an effective mechanism for managing product quality.

Development of a systematic approach to product quality management abroad

Currently, the most advanced experience in the field of product quality and the application of a systematic approach to UKP has been accumulated in various companies in industrialized countries. At the same time, various models of UCP systems have been developed. The models of Feigenbaum, Ettinger-Sittig and Juran are of greatest interest.

Each system can be represented graphically:

Feigenbaum's model is a triangle, with the sides divided into five parts by horizontal lines; and each part, in turn, is subdivided by vertical lines, which forms a total of 17 functions (sections) in all five parts, which are practically based only on product quality control;

The Ettinger-Sittig model, developed by specialists from the European Organization for Quality Control (EOQC), is graphically depicted as a circle divided into sectors. Each sector is a certain stage of work. This model already takes into account the influence of demand on product quality, and also provides for the study of sales markets;

Juran's model is an upward spiral rather than a closed triangle or circle. The spiral more fully reflects the stages of continuous formation and improvement of product quality. It includes the two previous models, and also provides for a constant study of demand in the sales market and operational quality indicators, which determines the complete orientation of production to the requirements of consumers and the sales market /4, p. 23/.

Based on them, management and product quality assurance systems have been developed in detail, in particular in Japan and the USA.

In Japan, as elsewhere, at the beginning, work in the field of product quality developed through the wider use of product quality control methods. In the initial period, statistical methods of control began to occupy a special place.

At the end of the 50s in Japan, comprehensive in-house quality control penetrated into industry everywhere, providing for control by all employees of the company, from workers, foremen and ending with management.

From this moment on, systematic training of all employees in quality control methods began. Subsequently, the training system essentially turned into a continuous and permanent system of instilling in workers a respectful attitude towards the consumer and the quality results of their work. When implementing all activities for training, education and implementation of product quality control systems, Japanese specialists fully took into account and are taking into account: the specifics of products, traditions of companies, culture and life, level of education, labor relations...

In the early 60s, when laws were adopted in Japan providing preferential conditions for manufacturers of exported goods, the efforts of exporters were already aimed at achieving world-class product quality.

Summarizing Japan's experience in product quality management, its main features for the current period of time include the following /1, p.201/:

A long-term, consistent and purposeful solution to quality problems based on everything advanced and modern that theory has accumulated and practice creates in this area.

Fostering a respectful attitude towards the consumer, his wishes and requirements.

Participation of all departments and employees of the company in ensuring and managing product quality. Extensive research has established that only 15-20% of quality-related problems arise through the fault of direct performers and workers, and 80-85% are a consequence of the imperfection of the company’s management system, the responsibility for the functioning of which lies with its top management.

Continuous systematic training of personnel on issues of security and management control, which provides a high level of training in this area for all employees of the company.

Effective functioning of a wide network of quality circles at all stages of the product life cycle. There are currently one million quality circles in Japan, with approximately 10 million members participating.

Use of a developed inspection system for all support and management activities.

Widespread use of advanced quality control methods, including statistical methods, with priority control of the quality of production processes in the provision and management of industrial processes.

Development and implementation of deeply developed comprehensive quality control programs and optimal plans for their implementation.

Availability of high-quality means of labor in the production sector (with an age composition of up to 5-7 years).

The presence of an exceptionally developed system for promoting the creation of high-quality products and encouraging honest work.

Strong influence from the state on the fundamental directions of improving and ensuring product quality.

In the USA, the tasks of improving product quality are considered a priority. At the same time, most of the impacts under the UKP are mainly technical and organizational in nature. Quality assurance is carried out by a specialized quality management department. American companies pay extremely serious attention to product quality control, which covers all stages of the product life cycle. When carrying out such control, its most important aspects are:

attracting a wide range of performers to perform product quality control functions;

performance of the most important quality control operations by specialized services.

In UKP, services actively study and analyze costs and expenses to ensure the production of quality products. And, not content with the achieved level of product quality, American firms spend an average of 3-5% of product sales on improving its quality /2, p.15/.

Company managers devote at least 50% of their working time to quality issues.

One of the common methods of ensuring product quality in American companies, as well as in Japan, is the method of statistical quality control. To implement it, technical means are used that automatically collect, accumulate, process data and display the results of applying the statistical method

The issues of studying and forecasting consumer needs and demand for products are of great importance in UKP. Therefore, companies pay extremely great attention to this issue, improving in accordance with market requirements not only the technical indicators of product quality, but also efficiency.

When releasing products with defects, the United States imposes fairly strict manufacturer liability, which results in a significant reduction in the production of defective products and an improvement in warranty and service activities.

CS UKP at US companies is an effectively structured and well-functioning program aimed at implementing a set of measures according to the scheme man - machine - information ensuring product quality that actually meets consumer requirements, and reducing quality costs incurred by the company. Modern American management systems ensure not only the interaction of all services, but also the full satisfaction of consumer demands regarding quality, as well as reducing the costs of achieving it and the economical use of all types of resources.

The UCP system includes the following subsystems:

evaluation of pilot production;

planning product quality and production process;

control, assessment and planning of the quality of supplied material;

receiving feedback on product quality;

assessment of product quality and production process and their control;

determination of equipment that allows obtaining information about product quality;

training in quality assurance methods, orientation and advanced training of personnel;

warranty service;

management of work in the field of product quality;

The International Organization for Standardization (ISO), taking as a basis existing standards and guidance documents for quality assurance systems and supplementing them with consumer requirements, developed and approved by the ISO Council a series of international standards for quality assurance systems, establishing requirements for product quality assurance systems. These standards essentially summarize and concentrate all the experience of advanced countries in the field of product quality management, accumulated in recent decades. International standards are interconnected /4, p.27/.

In accordance with the guidelines of the standards, the quality system must operate simultaneously with and interact with all other activities affecting product quality. The impact of the system extends to all stages of the management process, implemented in a closed quality loop, mainly corresponding to the quality spiral. The components of the mentioned quality loop are:

Marketing, search and market research;

Design and (or) development of technical requirements, product development;

Logistics;

Preparation and development of production processes;

Product manufacturing;

Control, testing and inspections;

Packaging and storage;

Sales and distribution of products;

Installation and operation;

Technical assistance in maintenance;

Disposal after use of the product.

Among all the stages of UKP, marketing is of greatest importance, especially for the development of international trade (identifying the needs of market demand for products within a certain time frame and their cost, consumer requirements, informing management about this; as well as issues of design and development of products).

The use of international ISO standards for corporate management at enterprises is a generally recognized guarantee of access to the international market.

Summarizing the best practices of UKP in industrialized countries, the following can be noted:

goals and objectives in the field of increasing, ensuring and improving product quality are at the center of the economic policy of every firm, company, concern... At the same time, it is considered the main thing to satisfy the needs and requirements of consumers;

achieving the required product quality (taking into account price) with minimal costs;

delivery of products to consumers on time;

the main criteria for achieving goals in the field of product quality are meeting consumer requirements and producing competitive products;

recognition and implementation of comprehensive and systematic approaches to PCM as the most effective methods of achieving goals and solving problems in the field of product quality;

use of high quality labor tools in the production of competitive products;

continuous and systematic education and specialized professional training of highly qualified personnel in the field of support and management control;

constant, conscientious and creative work of all employees to increase, ensure and improve the quality of products;

instilling in every product manufacturer, performer, and all employees a respectful attitude towards the consumer and customer;

creating an atmosphere of respect for employees of any job category and attention to their needs, requests, and everyday life.

3. Main directions of using domestic and foreign experience of a systematic approach in product quality management

foreign quality management

In accordance with existing domestic and foreign experience and current international standards, it is necessary to reconsider the model of the current product quality management system. The direction of improving the current management system should be such that its functioning is ensured on the basis of a real quality management mechanism, focused on the production of competitive products that meet the requirements of existing and potential consumers.

In this case, it is necessary to focus on the use of the following fundamentally important provisions in the UCP system:

Priorities in the PCM system must be set so that product quality comes first for the sake of the consumer. At every enterprise, all workers and employees need to know and strive to produce products better and more /4, p.31/. The management of the enterprise must clearly, on the basis of an economic justification, convey to production departments that the task of ensuring quality is in the first place, and production volumes only in the second place, and insist on the implementation of this approach. This approach should not be limited to call and command;

universally and constantly reinforce the above approach by implementing a new investment and innovation policy, moving from the traditional increase in production volumes to the reconstruction, re-equipment and renewal of fixed assets and the products themselves, ensuring a significant increase in product quality;

the manufacturer must have and implement a rational system for collecting, recording, processing, analyzing and storing information data on product quality for a certain period of time;

to ensure the required quality of each type of product, the enterprise must operate a separate management control system;

improvement of material and technical supply should be carried out by the ability to find the right suppliers, increasing the interest of each supplier and establishing close contacts of a multifaceted nature with them;

management influences must be effective and carried out in relation to all stages of the product life cycle;

creation of a system of continuous training in the field of management management and education of all workers (students, students, workers, craftsmen) in the spirit of respect for consumers and customers. The UKP system should be understandable to everyone. For education at the national and regional levels, it is advisable to involve the media, including radio, television, and print. It is necessary to organize the publication of mass magazines on product quality for various categories of workers (workers, craftsmen, engineers...). It is necessary to create specialized centers for training and advanced training in the field of management and improvement of product quality, various schools and quality courses, which can also be taught by specialists from other countries. After all, it is common knowledge that only highly qualified specialists can create high-quality products;

increasing the role of incentives in the field of production, manufacturing products of high and stable quality. To do this, it is necessary to increase the importance of incentive measures for high quality products and labor, without excluding harsh punitive measures for the production of products that deviate from the requirements of regulatory and technological documentation. Expand the practice of holding various competitions aimed at increasing and improving the quality of products;

attracting a significantly wider range of workers to quality groups and increasing their activity and work efficiency. According to the author, the work of quality groups must be included among the work to ensure high quality that is subject to incentives;

expansion and implementation of a whole range of measures that truly ensure the implementation of the human factor in production and social relations;

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

Improvement of product quality management systems must be carried out in the following cases:

during product certification, when one of the conditions for obtaining a certificate of conformity is strict adherence to the requirements of international standards ISO 9000 series in the construction of the PCD system;

upon receipt of a quality certificate, when only certified products, that is, those with a certificate of conformity, can receive it;

upon receipt of a state order for the production of certain types and volumes of products, when, under the conditions of a competitive system for obtaining them, it is necessary to conduct an examination of the current PCM system;