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, etc., as well as management relations - relations of subordination and coordination.
Classification of quality management tools and methods
Classification of quality management methods
Quality management methods- ways 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 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 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;
· instructions (explanations, clarifications);
· administrative influence (based on orders, instructions, instructions, resolutions, etc.).
Social-psychological methods influence the socio-psychological processes occurring in work teams in order to achieve quality goals. In the field of quality management, these may include:
moral stimulation high quality labor results;
· techniques for improving the psychological climate in the team (elimination of conflicts, selection and provision of psychological compatibility employees);
· accounting psychological characteristics members labor 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.
"Seven Basic Quality Control Tools" histogram, stratification (stratification), Pareto chart, scatter (scatter) chart and control charts are intended for the analysis of quantitative information.
1) Data Collection Sheet (LSD) is intended for recording occurring events, i.e. to collect data for subsequent analysis.
Externally, LSD is a table, filling which boils down to simply adding a vertical stroke to the corresponding cell when a particular event occurs. The first four events are marked with vertical strokes, and every fifth event is marked with a horizontal line crossing the first four strokes. Thus, each<связка>a dash indicates 5 events.
Filling out a data collection sheet is the simplest of quality tools - nothing is simpler than putting a dash in the desired cell. Calculating the results is also quite easy.
The figure shows an example of a data collection sheet in which complaints from dairy product buyers were recorded about individual species inconsistencies in different days weeks.
 |
Data Collection Sheet (LSD)
2) Histogram is a bar chart that graphically shows the change in a value taking into account the frequency distribution.
For example, Table 1 shows data on the growth of male students in a separately selected student group.
Based on these data, you can construct a histogram that reflects the frequency of occurrence of a particular value in the sample, as well as the range of dispersion of values (in in this case- height values for young men).
Table 1
Initial data for constructing a histogram.
| Student | Height, cm |
To build a histogram, you need to define the following parameters:
1. Boundary points.
2. In our case, the boundary points will be the values 162 and 190 (the minimum and maximum values in the sample)
3. The number of histogram classes is determined as the square root of the sample size.
In our case, the sample size is sixteen, i.e. number of classes: sqrt(16) = 4
4.
Width of one class: the distance between the boundary points must be divided by the number of classes.
In our case, the width of one class is calculated as (190-162) / 4 =7
Now we need to define the boundaries of each class:
1st class: 162-168
2nd class: 169-175
3rd class: 176-182
4th grade: 183-190
After we applied<сетку>histograms onto the coordinate system, we need to note the number of events from our sample that fall into one class or another.
Quality management methods.
.
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
Subject: ʼʼ Methodological basis 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, respect for oneself as an employee of this enterprise, pride in his achievements, 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, the 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 introduction by organizations of highly effective quality management methods.” No more than 12 prizes are awarded annually, which are presented to the laureates of the competition during world day quality (second Thursday of November).)
Organizational and technological methods are divided into methods for controlling the quality of the process and product and methods for regulating the quality of the process and product. 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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The emergence of various methods and tools for quality management creates difficulties in choosing for further use in the company, this problem primarily related to the improvement of ideas and concepts in the field of quality management. Therefore, it is necessary to systematize all accumulated methods in quality management, for clear understanding their essence.
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.
Let's consider the most complete presentation of quality management methods and tools used in methodological and educational literature (Fig. 1, Fig. 2).
Rice. 1. “Classification of quality management tools and methods”
This classification of methods consists of four groups: theoretical foundations, concepts and foundations, complex methods, individual methods. Individual methods are divided into methods for managing social systems, information, and equipment for the object of influence.
Rice. 2. “Classification of quality management methods”
* Tomokhova I.N., Ryzhova N.A.: “Classification of quality management tools and methods,” 2008, p. 88.
This paper discusses the most applicable quality management systems in enterprises. Let's consider the well-known quality management system - Total Quality Management (TQM), which has been successfully implemented in many companies. Integrated Management quality implies impeccable performance in relation to all processes of the company, so these may include design, production, logistics, marketing, service and active participation of both employees and clients, suppliers within the framework of the developed and implemented quality system. Let's consider the values of the TQM system, which are the basis for effective application.
First of all, this philosophy implies customer orientation, i.e. The customer's needs come first and are immediately satisfied. Active participation and support from management is very important, thereby setting an example, all company employees will be involved in the process. Such participation should be supported by corporate training, empowerment, motivation and bonuses. The concept of TQM involves continuous efforts to identify and eliminate unnecessary activities, and continually improve the processes for creating a product or service. Also includes education, training and employee development. The company is managed only on the basis of reliable facts and data. Moreover, business planning is integrated into the overall business strategy. And of course, an important point are partnerships and alliances with suppliers, clients, educational institutions and other organizations. They all interact and form common system. An organization will not realize the full benefits of TQM if only some of the characteristics listed above are selected and implemented. They must be used in combination.
To achieve long-term success in the development of the company, TQM is based on a systematic approach. The plan-do-check-action (PDCA) cycle is a general framework for continuous improvement (Figure 3).
Rice. 3. “Cycle diagram”PDCA»
* Tikhonova E. A.: “Continuous quality improvement”, 2008, p. 352
The cycle has four components. The first is planning. It is necessary to define goals, i.e. you need to know exactly what you need to achieve. It is impossible to improve everything at once; therefore, it is necessary to set priorities, and also clearly understand how, in what time frame and with what help they will be achieved.
The second stage is the implementation of the plan itself. No matter how detailed the adopted plan is, its implementation will require changes to existing methods of work. Therefore, it is necessary to explain to the performers what is changing and why, as well as teach them new methods of activity. Only after staff training has been completed can planned changes be implemented.
Next comes the evaluation of the results obtained. In order for the assessment to be objective, the goals set must be quantified. The last stage is the application of corrective actions. All changes must be made immediately. The plan-do-check-fix cycle can serve as a blueprint for improvement at any level. It is most suitable for gradual, small-scale changes at the workshop or production site level.
After the advent of TQM, standardization of companies gained popularity. Over the past twenty years of global quality management practice, ISO 9000 standards have been used, which are based on a process approach to management. However, it is worth noting that this took a very long time. The first to express an opinion on the importance of quality assurance issues and emphasized the role of management in making decisions about quality were D. Juran, W. Shewhart, E. Deming, F. Crosby. Thus, it took more than 40 years to realize the need for systematic approach in questions about the quality of products or services.
In 1946, 25 countries created the International Organization for Standardization (ISO) as a world federation national organizations on standardization. One of the founders of ISO and a permanent member of its governing bodies was Soviet Union. Twice a representative of Gosstandart was elected chairman of ISO. Russia became a member of this international organization on September 23, 2005 and joined the ISO Council.
At the end of the 1970s, at the beginning of the 1980s. experts collected and analyzed all accumulated knowledge and practical experience, and studied national standards for quality assurance systems. Thus, in 1987, the first version of the ISO 9000 series of seven fundamental standards was introduced: ISO 8402:1986; ISO 9000:1987 (four documents); ISO 9001:1987; ISO 9002:1987; ISO 9003:1987; ISO 9004:1987 (three documents); ISO 10011:1987 (three documents).
The listed documents are the quintessence of the experience accumulated at that time in the field of creating quality assurance systems. Standards
ISO 9001, ISO 9002 and ISO 9003 were intended for certification purposes. In progress practical work With the ISO 9000 series of standards, additional documents have been developed to help users work with the system, as well as new versions of the standards. Thus, the ISO 9000 series standards issued in 1994 served as the basis for the development of international regulatory and guidance documents for environmental management systems (ISO 14000 series standards), industrial safety and health management (OHSAS 18001 and OHSAS 18002).
The ISO 9000 series of standards are a set of common international standards, describing the QMS used by organizations of any type and size that:
- supply material products(equipment or parts) – Hard;
- supply software– Soft;
- supply processed materials – Materials;
- provide services – Service.
The main cases of application of standards, as well as tasks that are solved using the ISO 9000 series, are presented in table. 1.
Table 1.
Main cases of application of standardsISOseries*
* Comp. from the book: Serenkov P. S. “Methods of quality management”, Minsk, 2014, p. 36.
The ISO 9000 series of standards covers various aspects Quality Management, it provides guidance and tools for organizations that want to ensure that their products and services meet customer requirements and continually improve quality. On at the moment the ISO 9000 series includes the following standards: ISO 9001:2015 establishes requirements for a QMS; ISO 9000:2015 contains basic concepts and vocabulary; ISO 9004:2009 focuses on how to make a quality management system more effective and efficient; ISO 19011:2011 provides guidance for conducting internal and external audits of a QMS.
ISO 9000 standards define the methodology for the functioning of a quality system, which should ensure high level products or services produced. The need to use international standards is important because many organizations operate in a global economy, selling or buying goods and services outside the domestic market. Thus, ISO 9001 defines basic principles quality management that the company must apply, thereby demonstrating the ability to provide products (services) in deadline, which in turn will affect customer satisfaction and loyalty.
ISO 9004 is used to increase the positive effects obtained from the application of ISO 9001 for all parties interested or affected by the company's actions (employees, owners, suppliers, partners and society as a whole). This standard is recommended as a guide for companies whose top management plans to continuously improve the performance of all processes in the company. ISO 19011 covers the areas of auditing quality management systems and environmental management, providing guidance on how to conduct audits, both internal and external. This standard provides an overview of how an audit system should operate and proceed.
Let's consider the scheme for applying ISO family standards based on the process approach (see Fig. 4).
Rice. 4. “Application of ISO family standards”
There are five main directions in the standard that determine the company’s actions when implementing the system:
- General requirements for the quality of the management system and documentation;
- Management's responsibility for its actions, policies, planning and objectives;
- Resource management and distribution;
- Product sales and process management;
- Measurement, control, analysis and improvement.
It can be concluded that the use of process-oriented management provides the following advantages: firstly, it is a clear understanding of customer needs. Secondly, clarity and unity of the company's goals, which contributes to the effectiveness of the continuous improvement process. Thirdly, it becomes possible to track the dynamics of changes in the company, as well as the effectiveness of the goals set. Fourthly, strategic goals are implemented taking into account the opinions of all employees, thanks to this the team is united on the basis of common values and corporate culture.
References:
- GOST ISO 9000-2011 [Electronic resource]. - Access mode: http://docs.cntd.ru/document/gost-iso-9000-2011 (access date: 04/13/16)
- Polkhovskaya T. M. “Standardization of management systems: past, present, future” // Quality Management 01(01)2008
- Serenkov P. S. “Methods of quality management. Methodology of organizational design of the engineering component of the quality management system" - Minsk: New knowledge; M.: INFRA-M, 2014.
- Tikhonova E.A. Continuous quality improvement - Quality management. 2008. - No. 4. - P. 348-358
- Tomokhova I.N., Ryzhova N.A. “Classification of quality management tools and methods.” Magazine "Service plus", No. 4, 2008.
- ISO Central Secretariat: “Selection and use of the ISO 9000 family of standards”
- ISO – International Organization for Standardization [Electronic resource]. - Access mode: www.iso.org (access date: 04/13/16)
- J. Gerald Suarez "Three Experts on Quality Management: Philip B. Crosby, W. Edwards Deming, Joseph M. Juran", 1992.
- R. Nat Natarajan "Total Quality Management". P. M. SwamidassEncyclopedia of Production and Manufacturing Management 10.1007/1-4020-0612-8_997© Kluwer Academic Publishers 2000
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In accordance with the accepted terminology, the quality management method is a method and a set of techniques for influencing the means and products of labor aimed at achieving the required quality. Let's consider the classification of quality management methods.
Quality management methods are divided into organizational, socio-psychological, economic and organizational-technological.
Quality management as a purposeful influence is implemented by management subsystems that have the appropriate organization. IN general view Quality management tasks are divided into the following:
Define the right quality goals;
Achieve goals using resources optimally;
Establish and maintain appropriate relationships between people in the work process (necessary culture);
Ensure continuous improvement.
One of the goals of implementing organizational methods of quality management is to facilitate the organization of a managed subsystem that will ensure the required quality.
Organizational forms of implementing quality management methods are divided into direct and indirect.
Direct forms are implemented mainly through the issuance of acts. The act prescribes to the executor; what needs to be done, how and when.
When using indirect forms, norms are mainly used.
Norms determine how to act in appropriate conditions, i.e. represent rules of behavior without an obligatory prohibition.
Thus, norms, compared to acts, create certain opportunities for creative activity of personnel. Forms of direct influence are effective mainly in three situations:
if subordinates have confidence in the knowledge and experience of the leader;
when subordinates understand the meaning and significance of commands;
If critical circumstances arise that do not allow subordinates (performers) to find the right solutions themselves.
Forms of direct influence have the following disadvantages:
develop passivity;
reduce creativity in performers;
They can lead to hidden denial and rejection of decisions dictated from above - their formal implementation.
When using forms of indirect influence, performers are given goals, objectives, deadlines, required quality and allocated resources. The ways and means of solving the assigned tasks are chosen by the performers themselves.
Forms of indirect influence orient the performer towards creative activity, when using them, the formal approach is reduced to a minimum, conditions are created for the self-expression of the performer (the highest degree of motivation).
Social and psychological methods of quality management are a set of ways to influence the spiritual interests of employees, the formation of their motivations related to ensuring appropriate quality.
Their importance is paramount. The arsenal of using such methods is wide - from education and propaganda (patriotism to the company's self-respect as an employee) to individual forms of moral stimulation.
When organizing quality management, one should take into account not only the professional qualifications of the employee, but also his motivation, the psychophysiological characteristics of a person, his needs for spiritual and physical development, and his socio-psychological attitudes.
Human participation in the quality management system is diverse. He acts in such a system in different capacities. This depends on the following factors:
Belonging to one or another sphere of management, one or another governing body;
Type of work performed;
Work at certain stages of the production and commercial cycle.
The problems of organizing work with personnel are also diverse:
Selection and placement;
Upbringing;
Education;
Labor organization;
Control of activities;
Providing a psychological climate;
Creating confidence in the leader;
Cultivating loyalty to the company.
This means that when working with personnel, it is necessary to study the socio-psychological, business and professional qualities of subordinates, to be able to develop the characteristics of their activities, to know the science of management in terms of managing teams and individuals, to determine and form motivation.
Consequently, a special role in the quality management system belongs to the manager. Its main tasks include the following:
defining goals, strategies and policies in the field of quality;
diverse work with personnel;
organization and management of the quality management system.
At the same time, special attention is paid to ensuring the necessary motivation of employees for high-quality work by providing opportunities for self-expression in the process of work. This is one of the most important purposes of using socio-psychological methods. It is no coincidence that the Japanese believe that “quality is a way of thinking, it is a level of culture.”
Economic methods of quality management determine 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.
Economic levers that influence quality in a competitive environment are wages and additional payments, purchase and sale prices, product consumption prices, lending, and taxes.
Additional economic incentives for improving quality are also used by government and public organizations and in competitive conditions. These are various quality awards. It should be noted that at present their importance for laureate organizations is far from limited only to the economic incentives associated with receiving the prize itself. Equally important is the growth of the reputation of these commodity producers.
Examples of the following significant awards in the field of quality can be given.
E. Deming Prize. The high demands placed on applicants for this award are evidenced by the fact that the number of foreign companies that received the award is small.
Prize named after E. Deming is the most prestigious in the world. The quality of companies' activities is assessed using 48 indicators, grouped into ten areas, each of which, in turn, is divided into a number of elements. Competition participants are assessed on a 100-point system; to receive the Deming Prize, you must score at least 70 points.
Prize named after E. Deming played an outstanding role in the development of quality in Japan, she contributed to the strengthening of quality work in many companies. Great benefit brought both self-assessments and receiving assessments and recommendations from the jury. The competition winners' experiences and improvement programs have had an impact on other companies.
European Quality Award. The core idea of the EQA (European Quality Awards) Assessment Model is that customer satisfaction, employee satisfaction and social impact are achieved through leadership in policy and strategy, people management, resource management and process management, ultimately leading to outstanding results in the company's activities.
Since 1994, the European Quality Award has included two types of awards: .
The European Quality Award, which recognizes the most successful TQM follower in Western Europe. The award is rolling and is awarded annually;
The European Quality Prizes, awarded to those teams that demonstrate outstanding excellence in quality management, both in terms of the execution of their core processes and in terms of continuous improvement of their own activities.
The winners are awarded at the European Foundation for Quality Management (EFQM) forum. The winner is recognized as the best company Western Europe this year, which showed the most successful practical application of TQM in company-specific conditions. However, it should be emphasized that all companies participating in the competition, without exception, benefit, primarily due to the fact that they are forced to conduct self-assessment with an eye on the Award Committee.
Russian Quality Award. Established by decree of the Government of the Russian Federation of April 12, 1996.
The award has been awarded annually since 1997, on a competitive basis, for the organization's achievement of significant results in the field of ensuring the safety and quality of products or services, as well as for the organization's implementation 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).
The assessment model of an organization applying for the Russian Quality Award is close to the EQA model. It is also characterized by nine criteria that provide possible directions for improving the organization’s activities and guidelines for its improvement.
Participants in the competition are scored in accordance with the weighting coefficients of each criterion. All organizations that took part in the competition receive an assessment of their quality activities and recommendations for their improvement.
If an organization receives a bonus, it and all its affiliates are deprived of the right to receive the next bonus for five years.
Of course, all the awards and quality awards available today have a significant impact on the development of TQM principles and the use of concepts for improving the performance of organizations.
Organizational and technological methods are divided into two groups: quality control methods and quality control methods.
You can control the quality of the product and the quality of the process of its creation. The objects of application of quality control methods can be both products or processes individually, and products and processes together.
Quality control involves checking the quality of work performed, its results and the actual achievement of quality goals. To achieve this, the organization solves the following tasks:
creation of standards for measuring the quality of work and their results;
measurement of quality parameters of work and products - assessment of the compliance of normative and actual results of comparison of standards in the field of quality;
carrying out control activities in the field of quality.
Having examined the general methods of quality management, it should be concluded that three of the four groups of these methods are designed to directly influence the organization’s personnel. Therefore, the human factor in the quality management system must be given special attention.