Classification of quality management tools and methods
Relational data integrity
Logical restrictions that are imposed on data are called integrity constraints. They are formed in accordance with the properties of the software in the form of predicates, which may have meaning for some data sets true, for others – lie. Constraints are used in data models to maintain data integrity during system operation. That is, the DBMS must monitor the compliance of data with specified restrictions when transferring the database from one state to another. The use of restrictions is also related to the adequacy of software reflection using data stored in the database.
There are two main types of restrictions: internal And obvious.
Internal – These are limitations inherent to the data model itself. They are superimposed on the structure of relationships, on connections, on the permissible values of data sets embedded in the selected data model.
Explicit– these are restrictions set by software semantics. They describe the range of permissible values of attributes, the relationship between attributes, the dynamics of their change, etc.
There are two types of internal integrity constraints in RMD:
1. Integrity by existence - a potential relation key cannot have a Null value. In other words, since the potential relation key allows us to select only one from the entire set of entity instances, an entity that does not have an identifier does not exist.
2. Relationship integrity - defined by the concept of a foreign key of a relation: a subset of attributes of the relation R 2 is called a foreign key for the relation R 1 if for each value of the foreign key of the relation R 2 there is the same value of the primary key in the relation R 1 . A foreign key is the glue that binds individual RDB relationships into a single whole. Linkage data integrity means a system of rules used in a DBMS to maintain relationships between records in related tables, and also provides protection against accidental deletion or modification of related data, and against incorrect changes to key fields.
V.V. Efimov divides quality management methods into economic, organizational and administrative, socio-psychological and scientific-technical. IN last group combined methods of working with equipment, information (including statistical), complex and research methods. V.V. Okrepilov identifies three groups of quality work methods: quality assurance methods, quality incentive methods and quality control methods, and also offers a classification of techniques and means of total quality management into four areas (objects) of management: “Quality”, “Process”, “Personnel”, “Resources”. In this model, individual methods, systems and theories are located at one level.
For the most complete presentation of quality management methods and tools used in methodological and educational literature approaches to systematization can be combined and supplemented (Fig. 1, 2). Quality management tools include tools, objects, a set of devices for implementing quality management: office equipment, banks of regulatory documentation, communications and metrology equipment, etc., as well as management relations - relations of subordination and coordination.
Rice. 1. Classification of quality management tools and methods
Quality management methods are methods and techniques by which management subjects (bodies) influence the organization and elements of the production process to achieve set goals in the field of quality. Along with individual methods, complex methods representing their combinations are highlighted, as well as theoretical foundations, concepts and systems. Unlike integrated methods, concepts and systems involve not only the application of a certain set of methods, but also reforming the approach to managing an organization.
It is useful to classify individual methods according to the object of influence: information, social systems, equipment. The latter are associated with the characteristics of a specific production process, including methods of measurement, adjustment, etc. Management of social systems, as a rule, is divided into economic, organizational, administrative and socio-psychological methods.
Economic management methods imply the creation of economic conditions that encourage workers and teams of enterprises and departments to systematically improve and ensure the required level of quality. Development market relations requires greater use of economic methods of quality management. Such methods may include:
- financing activities in the field of quality management;
- economic accounting in the departments of the quality management system;
- economic stimulation of production;
- pricing of products and services taking into account their level of quality;
- application of a system of remuneration and material incentives;
- use of economic measures to influence suppliers;
- business planning for the creation of new and modernized types of products and services.
Organizational and administrative methods are carried out through mandatory directives, orders, management instructions and other regulations aimed at increasing and ensuring the required level of quality:
- regulation (functional, official, structural);
- standardization;
- rationing;
- instructing (explanations, clarifications);
- administrative influence (based on orders, instructions, instructions, resolutions, etc.).
Socio-psychological methods influence the socio-psychological processes occurring in work teams to achieve quality goals. In the field of quality management, these may include:
- moral incentives for high quality work results;
- techniques for improving the psychological climate in the team (elimination of conflicts, selection and ensuring psychological compatibility of employees);
- taking into account the psychological characteristics of members of work collectives;
- formation of motives labor activity personnel aimed at achieving the required quality;
- preservation and development of the enterprise’s traditions to ensure the required quality;
- ways to increase self-discipline, responsibility, initiative and creative activity of each team member.
Purpose modern management quality is not only increasing consumer satisfaction (primarily through quality products), but also achieving this in the most economical ways. Depending on the characteristics of the organization, various methods can be used to increase its efficiency: “Total Productive Maintenance of Equipment” (TPM), “Streamlining” (5S), a quality economics system, process reengineering, etc.
Rice. 2. Classification of quality management methods
Statistical methods of quality management (Fig. 3) usually include not only methods associated with the processing and analysis of large amounts of quantitative data, but also individual tools for working with non-numerical information. For example, in the Seven Essential Quality Control Tools group, the histogram, stratification, Pareto, scatter, and control charts are designed to analyze quantitative information. A cause-and-effect diagram organizes logical data; with the help of a checklist, information of any kind is summarized in numerical form. Sometimes, instead of stratification into this group methods include a flowchart - a graphical representation of the sequence of process steps.
“Seven New Quality Management Tools” primarily work with logical and associative connections, systematization of factors and areas of problem solving. These are Affinity and Relationship Diagrams, Tree Diagrams, Matrix Diagrams, Arrow Diagrams and Program Process Diagram (PDPC). Matrix data analysis (priority matrix) - mathematical analysis of a large amount of numerical data in the form of matrices to identify priority data - the only one of the seven methods that gives a quantitative result.
The international standard ISO 9004–4:1993 “Guidelines for Quality Improvement” contained recommendations for the use of most of the listed tools - the simplest ones that do not require knowledge of mathematical statistics and are accessible to workers at any level. In the modern version of the family of international standards ISO 9000 series (MS ISO 9000), a standard has appeared entirely dedicated to statistical methods: ISO/TR 10017:2003 “Guide to statistical methods as applied to ISO 9001:2000”. It offers a modern classification of statistical methods (families of methods) for quality management. These are descriptive statistics, design of experiments, hypothesis testing, measurement analysis, process capability analysis, regression analysis, reliability analysis, sampling control, modeling, statistical process control charts (SPC charts), statistical tolerance assignment, time series analysis. The methods listed include most of the “traditional” (the simplest and most well-known) tools.
Rice. 3. Two approaches to the classification of statistical methods of quality management
Table 1. Classification of quality management methods by management subjects
Quality management methodology
Product quality is the most important indicator of enterprise activity. Improving product quality largely determines the survival of an enterprise in market conditions, the pace of scientific and technological progress, increased production efficiency, and savings of all types of resources used in the enterprise. Increasing product quality is a characteristic trend in the work of the world's leading companies.
Varied physical properties, important for assessing quality, are concentrated in use value. Important properties for quality assessment are:
technical level, materializing scientific and technical achievements in products;
aesthetic level, characterized by a complex of properties associated with aesthetic sensations and views;
operational level related to the technical side of product use (product care, repair, etc.);
technical quality– harmonious coordination of the expected and actual consumer properties in the operation of the product (functional accuracy, reliability, service life).
Main idea quality assurance methodologies is based on the fact that the concept of “quality improvement” should be used in relation to any field of activity, since product quality is a consequence of the high-quality performance of all types of work.
Quality is not an abstract category, but a concrete measure of the usefulness, expediency and effectiveness of any work that is tangible to every person. Improving quality necessarily leads to a reduction in costs (losses) at all stages of the product life cycle (marketing - development - production - consumption - disposal), and therefore to a reduction in costs, prices and an increase in people's living standards.
Development and implementation of a quality management system- one of the most important areas of enterprise activity. Today, quality is becoming a political, economic and moral category. Quality – this is health, money, level of mental comfort and dignity of the nation and state.
Basic concepts in the field of quality management.
There are also quite a large number of specific economic interpretations of the concept of quality. In particular, the American professor H.D. Harrington writes that quality is meeting consumer expectations at a price he can afford when the need arises, and high quality is exceeding consumer expectations for more low price than he assumes.
The concept of product quality is very important in practical activities, therefore it is regulated by GOST 15467-79 “Product Quality Management. Basic concepts. Terms and definitions". According to this regulatory document under quality is understood a set of properties of a product that determine its suitability to satisfy certain needs in accordance with its purpose.
According to international standard ISO 9000:2000 quality – it is a set of properties and characteristics of a product that give it the ability to satisfy stated or anticipated needs.
Property is called the objective ability of a product, which can manifest itself during its creation, operation and consumption.
Defect– this is a separate non-compliance of the product with the requirements established by the regulatory and technical documentation.
Marriage– this is a defective unit of production, i.e. a product that has at least one defect.
Approaches to quantification product quality is determined by special science - qualimetry, the science of ways to measure and quantify the quality of products and services.
Depending on the nature of the defects, a marriage can be correctable or irreparable (final). In the first case, after correction, the products can be used for their intended purpose, in the second case, the correction is technically impossible or economically impractical. The causes and culprits of marriage are established and measures to prevent it are outlined.
Below the quality level of a product is understood as a relative assessment of quality, based on a comparison of the totality of characteristics of the product in question with the basic ones, i.e. products of competitors, promising samples, standards, advanced standards, etc.
Quality costs.
Components of quality costs:
Quality costs are generally divided into the following categories:
− costs of preventing the possibility of defects;
− costs for and control, i.e. costs of determining and confirming the achieved level of quality;
− internal defect costs – costs incurred within the organization when the agreed quality level is not achieved, i.e. before the product was sold (internal losses);
− external defect costs – costs incurred outside the organization when the agreed quality level is not achieved, i.e. after the product is sold (external losses).
There are the following methods for calculating the costs of quality assurance:
1. Quality costing method concerns the determination of quality costs, which are generally divided into internal costs economic activity and costs associated with external work. The components of the costs of internal business activities are analyzed based on the AML (prevention, assessment, defects) costing model. Prevention and evaluation costs are considered profitable investments, while defect costs are considered losses;
2. Process costing method, is based on the concept of the costs of conformance and nonconformity of any process, both of which can be a source of cost savings. In this case:
a) cost of compliance - costs incurred in order to satisfy all stated and implied customer requests with the reliability of the existing process;
b) cost of nonconformity - costs incurred due to violation of the existing process.
3. Method for determining losses due to poor quality. This approach focuses on internal and external losses due to poor quality and the identification of tangible and intangible losses. A typical example external intangible losses are a reduction in future sales due to consumer dissatisfaction. Typical internal intangible losses are the result of decreased productivity due to rework, poor ergonomics, unused opportunities, etc. Material losses represent internal and external costs resulting from defects.
4. Full life cycle costing method (Life cycle) of products used to estimate the cost of a complete life cycle, dividing it into elementary cost components at all stages. Cost elements must be singled out for identification from many others, reliably determined and assessed in many other elements of the life cycle. Identification is carried out based on the characteristics of the allocated levels using a three-dimensional matrix.
When the level of quality fully corresponds to the needs of the consumer, when they are satisfied at the lowest cost for both the consumer and the manufacturer, this is the best option, since the amount of costs for production and operation is minimal. Thus, optimal level of quality - this is a level above or below which it is not economically feasible to produce products and (or) satisfy consumer needs. Therefore, in some cases the quality can be increased, in others it can be left unchanged, in others, it is even possible to reduce it in general or for individual indicators in order to reduce the cost of manufacturing products.
When manufacturing products with a given level of quality, a scatter of values in quality indicators may be detected, i.e., a deviation from the requirements of regulatory and technical documentation. The degree of compliance of the quality indicators of manufactured products with the quality standards specified in the design documentation is called the degree of compliance technical requirements.
Manufacturing products of higher quality may also have negative aspects, since it may require more time for the technological cycle and more expensive equipment, and the requirements for the qualifications of employees and the level of their wages may also be increased. All this leads to an increase in the cost of products, but the dynamics of the resulting indicators of companies shows that with a balanced approach to the level of product quality, such costs not only pay off, but also bring significant income.
Quality loop
The objects of product quality management are all elements that form quality loop. In accordance with ISO international standards, the quality loop is understood as a closed ring-shaped product life cycle (Fig.), which includes the following main stages: marketing; design and development technical requirements, product development; logistics; preparation of production and development of technology and production processes; production; control, testing and inspection; packaging and storage; sales and distribution of products; installation; exploitation; technical assistance and service; disposal. It must be borne in mind that in practical activities, for the purposes of planning, control, analysis, etc., these stages can be divided into components. The most important thing here is to ensure the integrity of quality management processes at all stages of the product life cycle.
With the help of a quality loop, the relationship between the product manufacturer and the consumer and with all objects that provide solutions to the problems of product quality management is carried out.
Deming cycle
Product quality management is carried out cyclically and goes through certain stages called the Deming cycle. The implementation of such a cycle is called a rotation of the Deming cycle.
The concept of the Deming cycle is not limited only to product quality management, but is also relevant to any managerial and everyday activities. The sequence of stages of the Demeng cycle is shown in Fig. and includes: planning (PLAN); implementation (DO); control (CHECK); action control (ACTION).
In the circular cycle, which we subconsciously use in everyday life, lies the essence of the implementation of the so-called general management functions discussed earlier, bearing in mind that these functions are aimed at ensuring all the conditions for the creation of high-quality products and their high-quality use.
Thus, when managing quality, in order to ensure the consistency of this process, it is necessary to combine the quality ring with the Deming cycle (circle) (Table 3.1), which will characterize the main types of actions throughout the product life cycle. Then the completeness of the main activities throughout the entire field of the resulting matrix will characterize the degree of complexity of the quality management process for individual types of products.
Planning the quality management process
Under product quality planning refers to the establishment of reasonable targets for its release with the required values of quality indicators at a given moment or during a given time interval. Planning for quality improvement should be based on scientifically based forecasting of the needs of internal and foreign market. At the same time, the use of data on the results of product operation, generalization and analysis of information on the actual level of its quality play a major role in the correct justification of quality improvement plans.
The list of main tasks for planning to improve product quality includes:
− ensuring the release of products with maximum compliance of its properties with existing and future market needs;
− achieving and exceeding the technical level and quality of the best domestic and foreign samples;
− establishing economically optimal targets for improving product quality from the point of view of their resource provision and consumer requests;
− improving the structure of manufactured products by optimizing their size range;
− increasing the output of certified products;
− improvement of individual consumer properties of already manufactured products (reliability, durability, efficiency, etc.);
− timely replacement, production reduction or discontinuation of obsolete and uncompetitive products;
− ensuring strict compliance with the requirements of standards, technical specifications and other regulatory documentation, timely implementation of newly developed and revision of outdated standards;
− development and implementation of specific measures to ensure the achievement of a given level of quality;
− increasing the economic efficiency of production and using products of improved quality.
Subjects of product quality planning Ultimately, there are various activities and indicators that reflect both the individual properties of the product and the various characteristics of the quality management system and processes.
TO general principles planning include:
− combination of centralized management with independence of departments;
− proportionality, i.e. balanced accounting of the resources and capabilities of the enterprise;
− complexity (completeness) – interconnection of all aspects of the enterprise’s activities;
− detail – degree of depth of planning;
− accuracy – the degree of tolerances and deviations of the plan parameters;
− simplicity and clarity – corresponds to the level of understanding of plan developers and users;
− continuity – integrity of the temporary planning space;
− elasticity and flexibility – the ability to use reserves and take into account alternatives;
− scientific character - taking into account in planning the latest achievements of science and technology, the requirements of future standards, market needs (both existing and future);
− efficiency – the effectiveness of planned activities in terms of the ratio (target result)/costs.
Planning methods include:
– calculation and analytical , based on the breakdown of the work performed and the grouping of the resources used by elements and relationships, analysis of the conditions for their most effective interaction and the development of draft plans on this basis;
– experimental (experienced)– designing norms, standards and models of enterprise management subsystems based on conducting and studying measurements and experiments, as well as taking into account the experience of managers, planners and other specialists;
– reporting and statistical – development of draft plans based on reports, statistics and other factual information characterizing the real state and changes in the characteristics of management subsystems.
In planned activities to ensure the required level of quality, specific types of work are also used:
− analysis of consumer requirements;
− taking into account the requirements of promising standards and research results;
− study of patent information;
− taking into account changes in product certification requirements;
− carrying out planned calculations;
− linking of planned activities.
Planning tasks– this is the formation of a system of plans and indicators for assessing their implementation.
The following are usually identified as independent areas for planning to improve product quality at an enterprise:
− in-house product quality planning;
− planning the implementation of a quality management system at the enterprise;
− planning of staffing to improve product quality;
− planning to reduce enterprise losses from internal and external defects;
− product quality planning in agreements and contracts.
IN recent years a new approach has been formed, a new strategy in quality management, which is implemented through strategic and long-term planning. It is characterized by a number of points:
− quality assurance is understood not as a technical function implemented by any one department, but as a systematic process that permeates the entire organizational structure of the company;
− the new concept of quality must correspond to the corresponding organizational structure of the enterprise;
− quality issues are relevant not only within production cycle, but also in the process of development, design, marketing and after-sales service;
− quality should be focused on meeting the requirements of the consumer, not the manufacturer;
− improving product quality requires the use of new production technology, from design automation to automated measurement in the quality control process;
− comprehensive improvement in quality is achieved only by the interested participation of all employees.
When drawing up quality improvement plans for each structural unit, one should proceed from the level of quality indicators approved in the enterprise plan. That's why for structural divisions of the enterprise depending on their specifics, it is necessary to establish specific tasks to improve product quality and work quality, which must be clearly linked to the subsequent assessment and stimulation of their production activities.
Plans of the main workshops must contain tasks to improve the quality of blanks, parts and assembly units in accordance with the production process of a given workshop.
For each auxiliary production workshop It is advisable to plan both indicators and activities, the implementation of which should ensure high quality products in the main production shops.
Along with plans for workshops and areas to improve product quality, it is advisable to develop corresponding plans for functional departments and services.
The required level of product quality can be jointly established (i.e. planned) by its manufacturer and consumer in the contract.
Food quality is confirmed by the presence of an appropriate certificate, a veterinary certificate issued by the veterinary service, as well as a sanitary certificate issued for each batch of goods.
When determining quality by sample The supplier provides the consumer with a product sample. After confirmation by the consumer of this sample, it becomes a standard.
If the goods are food products , then its quality acceptance usually consists of external inspection and examination.
Checking a product for quality always depends on its nature and purpose. -If the product is complex technical products , then it needs to be tested in operation.
Theory "Z" (William Ouchi)
It has a number of differences from the American and Western European schools of management:
-the emphasis is on caring for people.
-how management decisions are made: frank exchange of information and ideas with subordinates, “family-like” decisions are developed and approved.
-in the principles of employment, promotion and responsibility: Japanese companies are characterized by a system of lifelong employment, horizontal and vertical rotation of personnel every two to three years, and collective responsibility for results.
For sustainable motivation, the combination of different types of rewards for people for positive results or processes of their activities is of great importance. At least 8 methods of remuneration are used in management:
1. MONEY. The stimulating role of money is especially effective when enterprises reward their employees based on work performance and specific results, rather than on time spent at work.
2. APPROVAL. Approval is an even more powerful way of reward than money, which, of course, will always mean a lot. Almost all people respond positively if they feel valued and respected.
3. ACTION. Employees who purchase shares and become part owners behave like owners. But to use this method of reward, the enterprise must use group management decision-making instead of authoritarian one and produce a competitive product.
4. REWARDING FREE TIME will help keep employees from developing time-wasting habits and allow them to spend more time on themselves and their families if they complete work ahead of schedule. This method is suitable for people with a free schedule. Otherwise, management is tempted to increase the amount of work.
5. MUTUAL UNDERSTANDING AND SHOWING INTEREST IN THE WORKER. The method of remuneration is most significant for effective professional employees. For them, internal reward has heavy weight. This approach requires managers to have good informal contact with their subordinates, as well as knowledge of what worries and interests them.
6. PROMOTION THROUGH THE SERVICE LADDER AND PERSONAL GROWTH. This method of remuneration requires significant financial investment from senior management. Moving up brings power, not just material wealth. People love her even more than money.
7. PROVIDING INDEPENDENCE AND FAVORITE WORK. This method is especially good when employees strive to become professionals, but feel the pressure of control over themselves or feel that they would do other work much more professionally, with more impact and better results.
8.PRIZES. This method of reward depends on the manager’s imagination; it is most effective when presenting a prize in the presence of the company’s employees.
Currently in Russia, the basis of motivation, without a doubt, is the level of wages and the satisfaction of social needs. However, even in the current conditions, we must not forget about higher levels of motivation - about open and public recognition of the achievements of specific employees, about providing opportunities for their self-expression. Depending on the contingent of employees, the so-called participatory management method, which consists in attracting employees to actively participate in the management of the enterprise, can be used as motivation in one form or another.
An important feature of the work on motivating personnel at enterprises is the need for close interaction with trade unions and the legal service.
Given the importance of quality for the economy as a whole, in a number of countries the production of high-quality products is stimulated at the state level by awarding quality awards.
Quality Awards
In 1950, Dr. W.E. came to Japan from the United States. Deming and conducted a number of short-term seminars on quality management. Royalties from the book compiled from the lectures given at these seminars were used to establish the Deming Prizes. There are two of these awards: for an individual and for an enterprise.
In the USA, on the initiative of the former Secretary of Commerce M. Baldrige in 1987, to stimulate the production of high-quality products, a prize was named after its founder, awarded for achievements in the field of quality to three categories of enterprises: industrial, service and small business.
In 1991, the European Foundation for Quality Management (EFQM), founded by 14 of the largest companies in Europe, such as Philips, Volkswagen, Nestlé, Renault, Electrolux, Fiat, Olivetti ", "British Telecom" and others, the European Quality Award was established, awarded based on the results of assessing enterprises according to nine criteria: the role of management, personnel management, policy and strategy, resources, processes, staff satisfaction, customer satisfaction, impact on society, business results.
And finally, in 1996, an annual government quality award was established in Russia, awarded to organizations for achieving “... significant results in the field of product or service quality, ensuring their safety, as well as for the implementation of highly effective quality management methods by organizations.” . No more than 12 prizes are awarded annually.
The models of American and European (Russian) awards include two groups of criteria - ensuring results (opportunities) and the results themselves.
The establishment of the Russian Government Prize in the field of quality was a logical and long-awaited event both among specialists and among managers of enterprises and organizations that have adopted as a strategic task a radical change in approaches to quality management.
Peculiarity Russian Prize is that it is intended not only to highlight and reward leaders in this area, but also to guide those enterprises that intend to eliminate or reduce their gap with them. The basis for this orientation is the self-assessment procedure based on the award criteria.
Basic concepts and tasks of metrology.
Types of control cards.
The following main types of control charts exist:
1. Control charts for analyzing process variability based on quantitative characteristics(measured values are expressed in quantitative values):
a) control charts of arithmetic averages and ranges ( - and R-cards) consist of a control card, reflecting control over changes in the arithmetic mean, and a control card R, which serves to control changes in the dispersion of quality indicator values. Used when measuring parameters such as length, mass, diameter, time, tensile strength, roughness, profit, etc.;
b) control charts of arithmetic means and standard deviations ( - And s-cards), as well as - And R- maps are constructed from measured (quantitative) data obtained from the output of a process, and are always used in pairs. Sample standard deviation s– a more effective indicator of process variability, especially when large volumes samples, but is more difficult to calculate and less sensitive in detecting specific causes of variability at a single point;
c) control charts of medians and ranges ( Me- And R-cards) consist of a control card Me, which monitors changes in the median value, and a control chart R. Applies in the same cases as the previous card. However, it is simpler and therefore more suitable for filling out in the workplace;
d) control charts of individual values and moving ranges ( X- And M.R.-cards) are used in cases where measurements are expensive (destructive testing) or when the result of a process at any point in time is relatively uniform (for example, the result of an analysis of a chemical solution). Since the range within the subgroup, in this case, is actually equal to zero, control charts are built for individual values X and sliding swings M.R. between individual values.
2. Control charts for analyzing process variability using alternative (qualitative) characteristics. Alternative data has only two yes/no values (pass/fail, pass/fail, present/absent). The control results for the measured characteristics can also be written in the form of “yes/no”, such as compliance of the pin diameter with the pass gauge, compliance with the planned and actual delivery time of the product, etc.
A) p- a map for the share of non-conforming units (the share of defective products) in the controlled batch of products (for samples not necessarily of equal size);
b) np- card for the number of non-conforming units in the controlled batch of products (for samples of equal size);
V) With-card for the number of non-conformities (defects) in the controlled batch of products (for samples of equal size);
G) u- a card for the number of non-conformities (defects) per product in a controlled batch of products (for samples not necessarily of equal size).
Sometimes a quality control engineer must choose between using a continuous variable control chart or an alternate attribute control chart.
Advantages of control charts based on alternative characteristics. The advantage of alternative attribute control charts is the ability to quickly get an overview of various aspects quality of the analyzed product; that is, based on various quality criteria, the engineer can immediately accept or reject the product. Further, control charts based on alternative characteristics sometimes make it possible to avoid the use of expensive precision instruments and time-consuming measurement procedures. In addition, this type of control chart is more understandable to managers who do not understand the intricacies of quality control methods. Thus, with the help of such maps, it is possible to more convincingly demonstrate to management that there are problems with product quality.
Advantages of control charts for continuous variables. Control charts for continuous variables have greater sensitivity than control charts for alternative variables. Because of this, control charts for continuous variables can indicate the existence of a quality deterioration problem before actual defective items appear in the product flow, identified by the control chart based on an alternative attribute. Thus, control charts for continuous variables are main indicators deterioration in quality, which warns of these problems long before the proportion of defective products increases sharply during the production process.
3. Control charts for individual observations. In addition to samples consisting of several observations, control charts for variables can also be constructed for individual observations obtained during the production process. Sometimes this approach is necessary due to the high cost, inconvenience, or impossibility of analyzing samples consisting of a number of observations. An example would be a situation where the number of consumer complaints or product returns can be obtained only at the end of the month, however, there is a need for ongoing analysis of this data to identify deterioration in product quality. Another common example of the use of cards of this type is to check each unit of production with an automatic testing device. In this case, one usually seeks to detect small deviations in the quality of manufactured products (for example, a gradual deterioration in quality due to equipment wear). In this case, control charts such as CUSUM, MA, and EWMA (control charts for cumulative sums and weighted averages) are best used.
Application of control charts
Control charts for a quantitative trait
Control charts for a quantitative characteristic are used in cases where measured values of process characteristics are recorded during data recording. Examples of such data could be the diameter of a bearing, the force when closing a door. To control processes, arithmetic mean maps (hereinafter referred to as averages) and range maps ( - And R-cards).
The construction and analysis of control charts for a quantitative characteristic includes the following steps:
1) Data collection:
− determination of the volume of subgroups;
− determination of the frequency of subgroup selection;
− determination of the number of subgroups.
2) Preparation of control card form.
3) Calculation of arithmetic means and ranges for each subgroup.
4) Selecting a scale for control charts.
5) Plotting average and range values on control charts.
6) Calculation of control limits.
7) Assessment of the statistically controlled state of the process.
1. Data collection.
AND R-maps are built based on measurements of a specific characteristic of the process at the output. Data are collected in small subgroups of constant size (two to five consecutive measurements of a product attribute) with periodic sampling of subgroups (for example, every 15 minutes, twice per shift, etc.). A data collection plan must be developed taking into account the requirements of GOST R 51814.3–2001, which is used when recording and plotting data on a map.
2.Preparation of control card form .
Traditionally - and R-cards are built one above the other: -card above R- with a card and on the same sheet indicate the data block. Meanings and R laid on vertical axes. The numbers of subgroups are plotted along the horizontal axis. The map also contains a data block, that is, a place for each individual measurement result, as well as for the sums of the measurement results, averages, ranges, date, time or other information about each subgroup.
3. Calculation of arithmetic means and ranges for each subgroup.
Characteristics plotted on the map – sample means and sample ranges R for each subgroup they show the behavior of the average for the entire process and its spread, respectively.
For each subgroup calculate:
(6.1)
(6.2)
Where X 1 , X 2 , …, Xn– individual values in the subgroup; n– volume of the subgroup; X max, X min – maximum and minimum value of the process characteristic in the subgroup.
4. Selecting a scale for control charts.
The scales on the vertical axes are for values - And R respectively. It is recommended that the difference between the upper and lower edges of the scale - the card was at least twice the size of p
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 general structure management 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 employee.
- 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 increase in the scale of production, 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 qualitative and quantitative assessment of production results, statistical methods begin to be used.
- 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 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 control systems 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 the staff. It is important to implement the right motivation system, as well as a management philosophy in which each employee will feel personally responsible for the final characteristics of the product.
Such a quality management system requires significant 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 labor collective, which is the desire of workers for the highest quality standards. What matters here is self-discipline, the moral atmosphere in the team, as well as the assessment of the individual characteristics of each employee.
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 systematic approach, which consists in the perception of all divisions of the enterprise in their inextricable interrelation;
- 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 to effective organization of quality management.
Terms
In order to apply these principles in practice, the following quality management conditions must be present:
- 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 want 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. Despite the fact that following international standards is a voluntary initiative, and more and more companies 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 business manager must be aware that ensuring high level 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 requests of the consumer;
- continuous quality control at all stages of the production process;
- lack of qualified personnel sufficiently aware of the latest standards.
Quality Tools
The following groups of quality tools can be distinguished:
- control tools that allow 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 us to identify the most significant quality characteristics of the product for a potential consumer.
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.
Quality - techniques and methods by which relevant authorities can influence the company and elements of the production process in order to achieve the best effect. They can be classified on different grounds: social, economic, statistical, socio-psychological, organizational and so on. Let's take a closer look at the main groups.
Economic quality include the creation of special conditions that will encourage employees, teams, and departments to constantly improve their level. The identification of this group was associated with the development of the modern market. This required, in turn, the widespread and mandatory use of economic methods in quality management, which include:
- financing of this activity;
- cost accounting in all departments that are part of the quality management system;
- availability of economic incentives for production, material incentives and remuneration of employees;
- pricing of services and products, taking into account their level of quality;
- application of special measures when influencing suppliers;
- mandatory business planning when creating modernized and new products.
Organizational and administrative methods of quality management will be carried out through mandatory executive orders, directives and instructions that come from management. In addition, it is permissible to have other requirements that are aimed at ensuring and increasing the optimal level of quality. We are talking about:
- regulation (functional, official, structural);
- standardization;
- rationing;
- instructing (explanation, clarification);
- administrative influence (based on resolutions, orders, instructions, instructions, etc.).
Social and psychological methods of quality management are aimed at influencing the course of various processes that exist in any In this context, these methods include:
- mandatory moral incentives for high-quality work;
- techniques and methods for improving the socio-psychological climate in any team (we are talking about eliminating conflicts, selecting and ensuring compatibility in a group of employees);
- availability of consideration of individual psychological traits of organization members;
- mandatory formation of staff motivation aimed at achieving the required quality;
- development and preservation of traditions at the enterprise in order to ensure the required quality;
- ways and techniques to activate self-discipline, initiative, responsibility and creativity of everyone in the team.
Statistical methods of quality management combine a large group of methods that are associated with analysis and processing of a large number of quantitative results and data. We are talking about histogram, stratification (stratification), dispersion (or spread) and control charts. In addition, they also include separate and specific tools that are used to work with non-numeric, special information. For this purpose, cause-and-effect diagrams are used, systematizing and summarizing the existing logical results and converting them into numerical form.
The most popular method in this group is a flowchart - a graphical representation of the sequence in the implementation of the main and additional stages of any process.
Therefore, at present, quality management systems in organizations of any profile are very well formed, justified and developed.
Quality management methods.
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Quality management methods.
Lecture No. 3
Questions to review and consolidate the educational material covered in class.
1. Purpose of training shooting.
2. Organization and conduct of training shooting.
3. Fire training assessment
4. 1 – 5 PM shooting exercises (UIS).
5. 1–10 PM shooting exercises (MVD).
6. Safety measures during shooting
Art. Lecturer at the Department of B and TSP
Lieutenant Colonel of the Internal Service S.Yu. Presnyakov
Topic: “Methodological foundations of quality management”
Quality management methods- this is a method and a set of techniques for influencing the means and products of labor aimed at achieving the required quality.
Quality management methods are divided into four groups : organizational, socio-psychological; economic; organizational and technological.
Organizational methods- a set of methods that facilitate the organization of a managed subsystem that will ensure the required quality.
This group of methods includes administrative (orders, directives, resolutions, directions, instructions), disciplinary, providing motivation (establishing responsibility and forms of encouragement), stabilizing, based on organization-wide and linear-functional regulation based on norms, standards, explanations, consultations, familiarizations, warnings.
Social-psychological methods- a set of ways to influence the spiritual interests of employees, the formation of their motivations related to ensuring appropriate quality.
These methods include: nurturing and promoting devotion to the enterprise, self-respect as an employee of this enterprise, pride in its achievements, and forms of moral stimulation.
Economic methods of quality management- methods of influence based on the use of economic incentives and the creation of material interest in achieving a given goal in the field of quality.
The group of economic methods also includes: financing activities in the field of quality management; economic stimulation of production, provision of products and services to consumers that meet their requirements; planning the creation of new and modernized types of products and services; pricing of products and services taking into account their level of quality; the formation of funds for economic incentives for quality, the use of a system of remuneration and material incentives taking into account its quality at each workplace of the production system and the quality management system as a whole; the use of economic measures to influence suppliers based on the quality of the products they supply and the services they provide.
In 1950 ᴦ. Dr. W.E. came to Japan from the USA. Deming and conducted a number of short-term seminars on quality management. Royalties from the book, compiled from lectures given at these seminars, were used to establish the Deming Prizes. There are two of these awards: for an individual and for an enterprise. The Deming Award for an Individual is awarded to one or more individuals who have contributed to the dissemination and development of the theoretical principles of statistical quality control methods.
In 1991. The European Foundation for Quality Management (EFQM), founded by 14 of the largest companies in Europe, such as Philips, Volkswagen, Nestlé, Renault, Electrolux, Fiat, Olivetti, British Telecom and others, a European Quality Award was established, based on the results evaluates enterprises according to nine criteria: the role of management, personnel management, policy and strategy, resources, processes, employee satisfaction, customer satisfaction, social impact, business results.
In 1996 ᴦ. In Russia, an annual government award in the field of quality was established, awarded to organizations for achieving “significant results in the field of quality of products or services, ensuring their safety, as well as for the implementation by organizations of highly effective quality management methods.” No more than 12 prizes are awarded annually, which are presented to the winners of the competition during World Quality Day (second Thursday of November).)
Organizational and technological methods are divided into methods for controlling the quality of the process and products and methods for regulating the quality of the process and products. The main place in organizational and technological methods is occupied by statistical methods of quality management.
Quality management methods. - concept and types. Classification and features of the category "Quality Management Methods." 2017, 2018.
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