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Functioning of QMS. Brief description of the quality management system Features of the functioning of the quality management system at the enterprise

To systematically ensure and improve quality, it is not enough to just control the finished product. For quality finished products or services provided, are influenced by the characteristics of all stages production cycle from the purchase of raw materials to the control and packaging of finished products. If all stages proceed correctly, the result will meet the established requirements. But if we understand quality as the ability of a product (service) to satisfy needs, then we should not lose sight of such points as: design and development, selection and training of personnel, analysis of consumer opinions, timely receipt of necessary permits and certificates, etc. .

In this regard, the concept of quality management arose, linking into a single system all types of activities necessary to ensure that the consumer is maximally satisfied with the goods and services received, and that this satisfaction grows and guarantees the strengthening competitive positions organizations.

Quality Management System (QMS)- a set of interrelated or interacting structures, resources, documentation and processes that provide the conditions for developing policies, goals and achieving these goals for the management and management of an enterprise in relation to quality.

According to modern views, a quality management system implies the presence of a number of elements that allow the implementation of quality management in full. These elements include:

  • · quality policy
  • · quality planning system (setting quality goals, identifying required resources, etc.)
  • · process model of the organization (description of processes, block diagram, procedures, instructions, etc.)
  • · quality control system (incoming resources, semi-finished products, products, processes, etc.)
  • · customer satisfaction monitoring system
  • · system of internal quality checks
  • · system of external quality checks (especially in the case of certification)
  • · information management system about the quality of processes and products (quality records)
  • · management quality analysis system
  • · system of continuous quality improvements
  • o nonconformity management
  • o corrective actions
  • o preventive actions
  • External supplier management system

The methodology of the quality management system is based on the principles of system and process approaches.

Systematic principle is that each object in the process of its research should be considered as a large and complex system and, at the same time, as an element of a more general system.

According to process approach To function successfully, an organization must define and manage numerous interrelated activities. An activity that uses resources and is managed to transform inputs into outputs can be considered a process. Often the output of one process forms directly the input of the next. Standard GOST R ISO 9001-2008. Quality management systems. Requirements

Figure 1 Model of a quality management system based on a process approach

Thus, the processes executed within life cycle products determine the construction organizational structure enterprises. The execution of all processes for all elements of the organizational structure is documented. At the same time, the effectiveness of the quality system at each level is confirmed by relevant quality data. Accordingly, a modern quality management system combines an organizational structure, a documentation structure and an information structure, as well as processes affecting quality. It is obvious that for effective functioning, these structures must be interconnected and completely cover the organization and all processes.

The most effective when creating a QMS are the requirements set forth in the international standards ISO 9000 series.

It should be noted that an effective QMS can be created without focusing on ISO 9000 series standards. However, in order to certify this system, that is, obtain a document indicating that the processes carried out in the organization are effective and aimed at continuous improvement of product quality ( services), the system must comply with the requirements of the ISO 9001 standard. Therefore, we will consider the process of creating a QMS from the point of view of the requirements of ISO 9001.

In order to build a quality management system in accordance with ISO 9001 standards, the following must be created in the company: QMS elements :

  • · a document in which it is necessary to formulate the goals and objectives of the QMS, as well as the principles for achieving them (“Quality Policy”);
  • · a system of interconnected and complementary processes in accordance with the “Quality Policy”;
  • · regulatory documents describing and regulating business processes within the QMS;
  • · an effective mechanism for implementing the requirements regulated by the regulatory framework;
  • · trained personnel of the organization.

When forming all these elements, the basic principles of quality management must be taken into account.

The quality management system (QMS) is part of the enterprise management system. Its goal is to ensure stable quality of services or products that the company produces. In this article we will understand what a quality management system is. in simple words, let's give step-by-step algorithm its implementation and consider the role of the financial director in this process.

To the documents confirming the stability, reliability and prospects of the company, such as reporting in accordance with IFRS or, a certificate for compliance of the QMS with the requirements of the ISO 9001 standard was added. Proper implementation of a quality management system will allow the company to receive a number of advantages:

  • improve controllability, competitiveness, quality of products and services;
  • reduce costs;
  • make the company customer-oriented.
See also an effective internal control system: how to overcome risks and key issues in establishing an internal control system.

QMS is...

A quality management system is a system that ensures the effective operation of the company, including in the field of product quality management. The most effective when creating a QMS are the requirements set out in the international QMS standards ISO 9000 series.

Note that an effective system can be created without focusing on ISO 9000 series standards. However, in order to certify it, that is, obtain a document indicating that the company’s processes are effective and aimed at constantly improving the quality of products or services, the QMS must meet the requirements ISO 9001-2000 standard. Therefore, we will consider its creation from the point of view of the requirements of ISO 9001.

In order to build a QMS in accordance with ISO 9001 standards, it is necessary:

  • develop a document that sets out the goals and objectives of the QMS, as well as the principles for achieving them (“quality policy”);
  • develop regulatory documents describing and regulating business processes ();
  • think over an effective mechanism for implementing the requirements regulated by the regulatory framework;
  • prepare staff.

When forming all these elements, the basic principles of quality management must be taken into account. Let's consider the implementation of the QMS in stages.

Principles of building a quality management system

When building a QMS, you need to be guided by the principles formulated in the ISO 9000 QMS standard:

  1. customer orientation,
  2. leader leadership,
  3. employee involvement,
  4. process approach,
  5. constant improvement,
  6. fact-based decision making
  7. mutually beneficial relationships with suppliers.

A model of a quality management system based on a process approach looks like this:

Stages of QMS implementation in a company

Let us consider in detail all the stages of implementing a QMS at an enterprise.

Stage 1. Management decision

The manager must decide to start the project, notify company employees, and also create the prerequisites for the rapid implementation of all other stages. At this stage, you should formulate the goals of building the system, highlight upper level processes that need to be controlled and criteria for assessing their quality. Subsequently, the goals must be recorded in a document called “Quality Policy,” which also describes the principles for achieving them.

Stage 2. Staff training

Personnel must understand the theory of quality management, ISO 9000 series standards, master the theory of the process approach, as well as the basic requirements for the implementation of a QMS. Training in using the system can be carried out either with the help of consultants or independently if the company has an employee who has experience in setting it up.

Stage 3. Formation of a QMS implementation program

The implementation of a QMS is a complex and lengthy project lasting up to one and a half to two years. Therefore, it is necessary to draw up a program that should include:

  • description of implementation stages;
  • a list of those responsible for each stage of the project. As a rule, they are selected from among top managers, as well as specialists who best know the specifics of their departments;
  • implementation budget. It includes both the costs of certification and payment for the services of consultants if they are involved, as well as the cost of further training of personnel and the cost of distracting management from their main work to conduct the project. When setting it up, you can do it yourself, but distracting top management from their main work, as well as training your own specialists of the required level, can cost more than the services of a consulting company;
  • procedure for assessing the implementation of the QMS. The criteria by which management will be able to determine whether the goals set at the beginning of the project have been achieved are indicated.

After drawing up the program, you can begin directly setting up the QMS.

Stage 4. Description and optimization of business processes

The described business processes must be optimized, that is, eliminate all inconsistencies with the requirements of the standard and duplicates, as well as develop new ones in accordance with the rules of the standard. Most often, companies do not have a “Customer Satisfaction Assessment”, which is necessary according to the standard. Therefore, it is necessary to develop a system of indicators, as well as the procedures necessary to implement and monitor this process.

Stage 5. Development of regulatory documentation

At this stage, normative documents, regulations and procedures are formed to ensure the operation of the QMS. The basis for them is usually a set of documents already existing at the enterprise, which is modified and supplemented in accordance with the requirements of the standard.

First, based on the Quality Policy, a document called the Quality Manual is prepared. It contains the main provisions regulating the activities: delimitation of areas of responsibility, requirements for the quality service, description of procedures for ensuring it, procedure for maintaining QMS document flow, description of the complaint handling procedure, etc.

The next level of documents is called “System-Wide Documented Procedures”. According to the ISO 9001 standard, six procedures should be followed:

  1. document management,
  2. data management (records),
  3. audit management,
  4. management of products that do not meet standards (the process of identifying defects and the procedure for their disposal),
  5. management of measures to correct non-conformities,
  6. management of measures to prevent the occurrence of inconsistencies.

Documents at the next level describe the rules for effectively planning, implementing and managing processes. These documents include working procedures, job descriptions workers, technological maps.

The basis of the “pyramid” of documents is data confirming that the requirements of the QMS are implemented in practice. These are reports on work done, entries in operation logs, etc., that is, a documentary basis daily work employees.

When preparing regulatory documentation, it is necessary to take into account the requirements of the ISO 9001 standard on the competence of the personnel performing the work. This means that regulatory documents must describe the process of employee access to regulatory documentation, as well as requirements for personnel competence (level of knowledge, work experience), a program for raising the level of employees if necessary, a system of employee motivation, etc.

It should be noted that efficient use a large number of regulatory elements are required in the organization.

Stage 6. Testing and internal audit of the quality management system

After developing all regulatory documents Trial operation begins. You can launch processes gradually, for example, first introduce control of the procurement process, then production, etc. Trial operation is accompanied by an internal audit and special procedures for checking work. At the beginning of operation, they are carried out frequently (perhaps once a week), then less often (once a month or even a quarter).

For internal audit purposes It is necessary to record quantitative quality indicators, for example, defect rate, customer satisfaction rate, return rate, etc., to which to strive. To determine the value of such indicators, similar indicators of industry leaders are usually used. The internal audit should identify inconsistencies between current work and the requirements of the standard. These deviations must be recorded. Then, based on the results of the audit, adjust the work of employees, as well as regulatory documentation, in order to avoid deviations in the future. All this work should also be documented.

Stage 7. Certification

In order to certify a QMS, it is necessary to submit an application to the certification body. Initially, a number of documents should be submitted to the certification body:

  • certification application,
  • all documents (“Quality Policy”, “Quality Manual”; diagram of the company’s organizational structure, documented procedures and other developed documents),
  • list of the main consumers and suppliers of the enterprise.

Specialists of the certification body carry out an examination of the submitted documents within a month. The examination may include a visit of representatives of the certification body to the enterprise to check the QMS in action. Based on the results of the inspection, a protocol is drawn up, which records all the inconsistencies between the system and the requirements of the ISO 9001 standard. Usually, based on the results of the first stage of the inspection, more than a hundred inconsistencies are found, and the enterprise’s task is to eliminate them as quickly as possible and prove this to the certification body. As a rule, these operations take 1–4 months.

After this, the actual QMS certification is carried out. If all significant inconsistencies are eliminated, the company is issued a certificate, which takes about a month to complete. The certification body carries out repeated (surveillance) audits of the QMS at a certain frequency. They confirm that the company has not only implemented the system, but is also constantly improving it. The cost of such an audit is approximately one third of the cost of primary certification.

The role of the financial director in the implementation of the QMS

Most Russian enterprises have existed for quite a long time and operate according to historically established rules. In order to change these rules in accordance with the QMS, a strong administrative resource is required: the general and financial directors must not only show interest in such changes, but also manage them. Very often financial directors act as a coordinator of the system construction process and are directly involved in the description and systematization of procedures within the framework of this work.

Setting up a QMS sometimes pushes the financial service to prepare accounting and management reporting according to international standards. After all, accounting according to IFRS and financial management in accordance with ISO are very similar in idea.

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Introduction

1. General information about QMS

Conclusion

References

Introduction

The problem of quality is the most important factor in improving living standards, economic, social and environmental security. Quality is a complex concept that characterizes the effectiveness of all aspects of activity: strategy development, production organization, marketing, etc.

Each organization, acting as a supplier, has five groups interested parties: consumers, employees, owners, subcontractors (component supplier companies) and society. The supplier's quality assurance activities involve balancing the interests of all these stakeholders

The only way for an organization to make a profit, even moreover, to simply exist in the market, is to produce high-quality products and implement a quality management system.

The first methods of quality control were, as is known, associated with final control of an already manufactured product (activities carried out after the product has been manufactured). Then they began to apply quality management methods covering the production stage (activities carried out during the production of products). The next step was to introduce methods that ensure quality by shifting the focus to nonconformity prevention (an activity upstream of the production process). And finally, quality regulation issues have become an integral part of general management enterprises.

1. General information about the QMS

A management system is a set of interrelated and interacting elements for developing policies and goals and achieving these goals. management quality management

A quality management system is a management system for directing and managing an organization in relation to quality.

QMS is a system that allows:

Protect the consumer from low-quality products and services, making them impossible in principle;

Make the company transparent for employees, owners, partners, clients and society as a whole;

Build the company’s work based on the process approach and manage key processes through key indicators;

Make strategic and tactical decisions based on facts, not opinions;

Ultimately, increase business efficiency through increasing the satisfaction of our customers and partners.

The main tasks that managers solve at any level of system management, at any enterprise that produces products or provides services, are mainly the following:

What products do consumers need today and in the future?

How to ensure the production of products required by the buyer, of the required quality, within a given time frame, and how to maintain this quality at a given level for the required period of time;

How to ensure maximum profit from product sales.

Any of these tasks is practically related to product quality. The main purpose of the QMS is conscious, targeted management of product quality.

The main goal of creating a QMS is the desire for excellence in manufactured products.

According to GOST, quality management systems can assist organizations in increasing customer satisfaction.

Consumers need products that meet their needs and expectations. These needs and expectations are typically reflected in product specifications and are generally considered customer requirements. Requirements may be specified by the customer in a contract or defined by the organization itself. In any case, product acceptability is ultimately determined by the consumer. As consumer needs and expectations change, and as organizations face competitive and technological pressures, they must continually improve their products and processes.

The implementation of quality management systems encourages organizations to analyze customer requirements, identify processes that contribute to the creation of products acceptable to customers, and maintain these processes in a controlled state. A quality management system can be the basis for continuous improvement in order to increase the satisfaction of both customers and other interested parties. The implementation of this system provides the organization and customers with confidence in its ability to deliver products that fully comply with requirements.

2. Basic principles of quality management

The following eight principles of quality management have been defined to guide senior management in order to improve the organization's performance:

1 Customer focus

The organization must know its customers, focus on their needs and be ready to adapt to their requirements. To implement the principle of customer orientation, it is necessary to determine the needs of external and internal consumers, as well as the degree of their satisfaction.

Internal Customer: Customers within the organization in relation to the process owner. External consumer: a person, organization, community that is influenced by the quality of products (services).

The product manufacturer must continually study the current and future needs of product consumers. Fully comply with their requirements and, as follows from the main goal of the QMS, is to strive to exceed consumer expectations.

2 Leader leadership

Head of the enterprise personal example must demonstrate a commitment to quality. This demonstration can be implemented in writing a long-term quality policy.

Seven<Я>manager:

I declare quality as goal #1

I lead the development of quality policy and am responsible for it

I organize the development of a quality management system and appoint someone responsible for it

I determine the requirements for the quality management system

I monitor the development of the quality management system

I analyze reports from auditors and managers on the effectiveness and efficiency of the quality management system

I lead the process of improving quality management systems

If the head of an organization does not fully understand the importance of developing and implementing an effective quality system in an organization and does not take responsibility for the creation and implementation of a QMS, then in such an organization one cannot expect effectiveness from the QMS.

3. Employee involvement.

The most essential part of an organization is human resources. The company's personnel must be motivated to perform high-quality work and to participate in the process of continuous improvement. Each employee must be interested and consciously perform high-quality work. At some enterprises, the responsibilities of employees are blurred: on the one hand, this negatively affects discipline, on the other, it gives rise to irresponsibility and mutual responsibility. It is necessary to delineate powers and determine the degree of responsibility for work results. If one employee is unable to solve a problem, it must be solved collectively.

Personnel need to be oriented towards improving their activities: employees must see in front of them not only the result of their work, but also the final product that will come to the consumer. Accordingly, employees must find opportunities to create additional value for customers.

It is important to remember that people are the greatest wealth and most important value of an enterprise. Among the conservative part of managers there are opinions that training personnel is a waste of time and money, since these specialists can leave the company and realize themselves elsewhere. But experts are confident that if a company creates acceptable working conditions and career growth, then there will be no staff turnover, and a team of competent specialists can take the company to a new level of development.

4. Process approach.

The design of a quality management system that complies with ISO 9001:2008 is based on a process approach.

The desired result is achieved when activities and related resources are managed as a process. To operate successfully, an organization must define and manage numerous interrelated activities. An activity that uses resources and is managed to transform inputs into outputs can be considered a process. Often the output of one process forms directly the input of the next. Process inputs and outputs are defined and measured. The consumers of each process are identified, their needs are identified, and their satisfaction is measured. The interaction of all processes with the functions of the organization is established. Each process is managed, rights, responsibilities and authority are established when executing that process.

A loop can be applied to all processes

"Plan - Do - Check - Act" (PDCA). The PDCA cycle can be briefly described as follows:

Planning (plan) - development of goals and processes necessary to achieve results in accordance with customer requirements and organizational policies;

Implementation (do) - implementation of processes;

Check - continuous monitoring and measurement of processes and products in comparison with policies, goals and product requirements and reporting of results;

Action (act) - taking action to continuously improve process performance.

5. Systematic approach.

The principle is to define, understand and manage interconnected processes as a system. Acting according to the described scheme, the company achieves its goal with minimal costs and in the shortest possible time.

First of all, it is necessary to structure the system; for this, specialists must establish and develop a set of processes that can ensure achievement of the goal in the shortest possible time and with maximum impact. It is also necessary to understand the relationships between processes in the system and their influence on each other. Once the goal is set, it is necessary to adjust the interaction of specific services in the system.

The creation, provision and management of a system of processes connected with each other has as its goal the activity of the company. A systematic approach to quality assurance is effective because it allows you to satisfy consumer requirements. A systematic approach allows the use of consumer feedback.

6. Continuous improvement.

The organization's constant goal is to continually improve its performance. It must be remembered that it is necessary to constantly improve the quality of products, while reducing their cost whenever possible.

The need for continuous improvement is now recognized as an important means for an organization to achieve and maintain competitiveness. Improvement must be built into the structure and character of the organization, continuous improvement must be the goal of each individual and the organization as a whole.

Applying the principle of "continuous improvement" usually leads to:

Adopting a consistent and organization-wide approach to continuously improve the organization's performance;

Training employees in methods and tools for continuous improvement;

Creating a situation where continuous improvement of products, processes and systems becomes the goal of every employee of the organization;

Establishing goals to guide continuous improvement and the measurements by which this improvement will be monitored;

Recognizing (identifying) and recognizing improvements.

7. Fact-based decision making.

According to GOST R ISO 9000:2008, effective decisions are based on the analysis of data and information.

International experience shows that from 20 to 90% of all product improvement projects fail only because of an erroneous opinion about the state of the market, on the basis of which decisions about the company's business strategy are made. The following points may explain this situation:

There is no full assessment of what consumers really want and how much they are willing to pay for it; decisions are not based on specific facts characterizing the market;

Companies have insufficient knowledge about their product in the period leading up to its introduction into the market, and at the same time they neglect experimentation to improve the product and processes at an early stage of their design, thereby missing the opportunity to improve the quality of the product at lower costs; the fact of non-compliance with consumer expectations for the value of the product and its cost must be established, as has been repeatedly emphasized, at the earliest stages of the product's life cycle, and for this it is necessary to have the most complete information based on facts, and then the likelihood that the product, after its appearance, will be reduced it on the market will not meet the requirements for it.

8. Mutually beneficial relationships with suppliers.

The implementation of this principle requires the identification of the organization's main suppliers, the establishment of clear and open direct information exchange links with them, and the setting of common goals.

Organizations act as consumers if we're talking about about their suppliers, and the quality of final goods and services depends on the latter. Based on this close relationship, we can say that mutually beneficial relationships with suppliers are becoming one of the key elements.

The system of relationships with suppliers should be built primarily on the basis of partnership, when cooperation is beneficial and prestigious not only for the consumer organization, but also for its suppliers; it is in this case that the organization can be expected to operate effectively. Relations with suppliers are built on the principles of maintaining and developing cooperation that satisfies the quality, reducing the risk of disruption of deliveries and payments.

3. Quality management as the implementation of management functions

Quality management refers to the influence on the production process in order to ensure the required product quality. This understanding of management includes three elements: the subject of management (who influences), the object of control (what the influence is directed at) and the process of influence itself. Having defined the control object (production process), let us dwell on the process of influence itself - on the “mechanism”, “technology” of quality management.

Like any management process, quality management is carried out through the implementation of management functions. To build the concept of quality management, the process approach to management is of particular importance as one of the approaches considered in management theory. This approach allows us to organize and present quality management as a continuous chain of logically interconnected functions that influence production to ensure quality. Having determined the composition of the functions, you can formulate a concept and build a visual conceptual model of quality management, and then, in accordance with it, outline the methods for performing each function (quality management methodology).

When using the process approach in enterprise management, the following functions are used: concluding transactions, decision making, planning, organization, motivation, personnel selection, management, control, communication, research, evaluation, coordination, etc.

By analogy with these functions, it is logical to start the quality management process with interaction with external environment, primarily with customers and markets, as a result of which the supplier determines the required properties and characteristics (quality) of its products. Based on these requirements, the supplier analyzes its technological capabilities and determines the quality policy, as well as requirements for its subcontractors - suppliers of materials and components. Quality planning is carried out on the basis of this policy. Then, within general organization work at the enterprise, work is organized to achieve the required quality in the production process with the allocation of the necessary resources, training and motivation of personnel is carried out. Further, directly when managing the production process, product quality is monitored and the information received is analyzed. Based on the results of the analysis of the information received, appropriate measures are developed and the management of the enterprise makes the necessary decisions.

The final stage in quality management is the implementation of activities. As a rule, these activities are aimed at eliminating identified deviations from the intended properties and characteristics of products and improving the production process. But, in addition, they can be aimed at adjusting previously adopted plans, changing the organization of work, improving training and increasing motivation of personnel, as well as selecting other, more qualified suppliers of materials and components.

After the implementation of the activities, the products can be delivered to the customer or to the market, and the quality management cycle ends with the performance of the same function with which it began - interaction with the external environment. After this, the supplier receives information from the market or from the customer about the quality of the delivered products.

Of course, this is a scheme, a management principle. In life, from the acceptance of an order to its execution, more than one management cycle described above is implemented. If you think about it, such cycles are repeatedly implemented at each stage of product creation: during development, production, testing, installation and commissioning. In this case, each time the same functions noted here are performed, which, when implemented consistently, constitute, in our opinion, the quality management process.

Thus, the concept of quality management can be formulated as follows. Quality management is a continuous process of influencing production through the sequential implementation of logically interrelated functions in order to ensure quality. These functions include: interaction with the external environment, quality policy and planning, training and motivation of personnel, organization of quality work, quality control, quality information, development of activities, decision-making and implementation of activities.

4. Features and advantages of the QMS

The international standard ISO 9000 defines a QMS as a management system for directing and managing an organization in relation to quality. The QMS is designed to organize the activities of an enterprise in such a way as to guarantee the quality of the enterprise’s products or services and<настраивать>This is quality that meets the expectations of consumers (customers). At the same time, its main task is not to control every unit of production, every operation, but to make sure that there are no errors in work that could lead to inconsistencies. The QMS emphasizes prevention of problems, confirming the common sense assertion that fire prevention is more effective than fire suppression.

Quality management system in accordance with requirements ISO standards must have:

· a policy that sets out its goals and objectives, as well as the principles for achieving them;

· a policy-appropriate system of interconnected and complementary processes;

· a regulatory framework corresponding to a system of interrelated and complementary processes, and representing a set of consistent regulatory documents;

· an effective mechanism for implementing the requirements regulated by documents of the regulatory framework;

· The organization's personnel must have knowledge of the policy, regulatory framework, mechanism for implementing its requirements, as well as the ability to apply this knowledge in practice. The requirements imposed by the policy and regulatory framework of the system must be respected and followed.

What can the head of an organization expect from the QMS? First of all, it is worth noting that QMS is not a panacea, but just a tool, a means that allows you to achieve certain successes in business. But such successes are only possible if the QMS is truly effective. In this case, the organization receives the following benefits:

· High probability of stable product quality;

· Demonstration to the customer of the company’s capabilities, creating a favorable image;

· Interest of suppliers in long-term cooperation. (Implementation of the eighth principle of quality management:<взаимовыгодные отношения с поставщиками: организация и ее поставщики взаимозависимы, и отношения взаимной выгоды повышают способность обеих сторон создавать ценности>;

· Opportunity to compete on equal terms with certified companies;

· Focusing staff activities on achieving company goals and customer expectations;

· Achieving and maintaining the desired quality of products and services;

· Effective coordination of work, increasing productivity, reducing costs;

· Eliminating duplication of functions, optimizing information flows, increasing business performance and efficiency indicators.

A QMS that meets the requirements of ISO 9001:2000 is a guarantee of the stability of the organization’s activities, as well as the fact that no force majeure circumstances will affect the organization’s ability to provide consumers with products/services of the required quality.

Development and implementation of a QMS, like any innovation process, may be accompanied by negative aspects:

· The need for the organization to spend on the development and implementation of the QMS;

· The appearance of an additional amount of work, and as a result, significant time costs;

· Risk occurrence<неоправданных надежд>;

· Increase in bureaucracy;

· Staff resistance to change.

The solution to the above problems depends largely on:

· how serious are the company’s managers and staff about implementing the project to create and implement a QMS;

· do they have special knowledge in the field of quality management;

· Do they have experience in project management?

An analysis of the requirements of ISO 9000 series standards allows us to identify two priority tasks in relation to personnel management, the solution of which will significantly improve the efficiency of the QMS:

1. Determination and formalization of personnel requirements, for example, by building competency models for positions and/or business roles. Competence is the abilities and knowledge acquired or improved through developmental activities (training, instruction, self-education, etc.).

The constructed competency models allow:

o Clearly regulate future requirements for the competence of all company personnel by obtaining a register of competences. The formulated register contains strategically important information, which is subject to significantly less changes over time than the organizational structure, for example. It is obvious that this register must be constantly updated and replenished;

o Define the set of competencies required to perform each process. This establishes a relationship between the organization’s processes and the competence of its employees;

o Establish cause-and-effect relationships between the company’s strategic goals and personnel requirements.

In general, work on building competency models should contain the following stages:

o Definition of strategic goals, for example, by using the BSC methodology;

o Development of processes that support the achievement of stated goals using ARIS tools;

o Formulation of requirements for positions and/or business roles of the organizational structure;

o Determination of the competencies required to carry out the designed processes within the designed organizational structure;

o Developing an organizational structure that supports the execution of processes.

2. Development of personnel motivation systems. One of the most effective ways involving personnel in the work of the QMS is the development of a clear system of motivation, built on the principles of management by objectives based on the BSC methodology.

For each employee or their homogeneous groups, goals are identified, including in the field of quality, measures of the degree of achievement of these goals are determined (key performance indicators - KPI), their target values, and a mechanism for periodic monitoring of current KPI values ​​is developed. Based on the priorities of the CRC, motivation schemes are developed for each employee (or their homogeneous groups).

In conclusion, a few words about the specific steps to create a QMS in accordance with the requirements of the ISO 9001 standard. First, a clear, if you will, hard-fought decision on the creation and implementation of a QMS is required. For example, issuing an order, which is a necessary but not sufficient condition. Top management must demonstrate its commitment to quality management in order to involve all personnel in the creation of the QMS.

Secondly, it is necessary to prepare all personnel of the organization through training in quality management philosophy, quality management methods, business process theory and activity modeling tools. This step concerns both managers and executive staff. It is worth noting that training within the QMS should be continuous, targeted and comprehensive.

Conclusion

The growth of the technical level and quality of products is currently the most characteristic feature operations of enterprises in industrialized countries. In conditions of prevailing non-price competition and a saturated market, it is the high quality of products that serves as the main success factor. From all the work done, we can conclude that the development and implementation of a QMS in any organization is simply necessary. The main purpose of the QMS is conscious, targeted management of product quality.

Only the quality of products, with all the variety of similar goods produced, can attract consumers and ensure profit. The quality of work largely determines the results of an organization’s activities, and the quality of life is an integral characteristic of modern society.

Each organization is looking for new ways, approaches and methods that would allow it to develop and be a leader in a competitive environment. Majority modern concepts improving the efficiency of organizations are based on the theory, methodology and practice of quality management.

Quality management becomes the basis for managing the activities of any organization. Leadership of managers, involvement of personnel, customer focus and development of partnerships with suppliers, systemic and process approaches, decision-making based on facts and continuous improvement of activities - all these principles of quality management currently serve as the basis for the implementation of an effective development strategy for industrial enterprises and organizations services, healthcare and educational institutions, banks, government agencies, etc.

In this regard, approaches to training specialists capable of solving strategic problems and making effective decisions aimed at improving the quality of the organization’s activities as a whole are also changing.

References

1 GOST R ISO 9000-2008 Quality management systems. Fundamentals and vocabulary: approved. By Order of Rostechregulirovanie dated December 18, 2008 No. 470-st / 2008 “Pricing and estimate rationing in construction” - No. 4 p. - M.: Standartinform, 2009. - 51 p.

2 Gissin V.I. Product quality management: textbook. allowance / V.I. Gissin - Rostov-on-Don: Phoenix, 2007. - 256 p.

3 GOST R ISO 9001-2008. Quality management systems: approved. By Order of Rostekhregulirovaniya dated December 18, 2008 No. 471-st/2008 “Pricing and estimate rationing in construction” - No. 4 p. - M.: Standartinform, 2009. - 46 p.

4 Korotkov E.M. Management concept / E.M. Korotkov - Moscow, 2005. - 18 p.

5 Voskoboynikov V. New approaches to product quality management. Economics and life / V. Voskoboynikov - M.: Certification, 1993. - No. 50. - 15 s.

6 TCP 5.1.10. - 2004 National system confirmation of compliance of the Republic of Belarus. Procedure for maintaining the register. - Instead of STB 5.1.07-96, introduced. 2005-01-11. - Mn.: Publishing house BelGISS, 2004. - 11 p.

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Currently, the activities of any organization must generate income, whether we are talking about production or the provision of any service. All personnel should be interested in this - from workers to administration.

World experience in the development of enterprises of various sizes has shown the need to use a system aimed at ensuring high quality of goods or services. It is called the quality management system.

A quality management system is a system that regulates the activities of an organization, including the relationships between departments, and sets as its main task the observance of a certain level of quality and its constant improvement.

The QMS is designed to ensure the quality of services provided depending on consumer expectations. At the same time, the main task of the QMS is not to control each individual service, but to create a system that will prevent the occurrence of errors leading to poor quality of services.

As production developed, the forms and methods of organizing quality work changed. In the history of the development of documented quality management systems, five stages can be distinguished (Figure 1).

The first stage of the systems approach was when the first system appeared - the Taylor system (1905). It established requirements for the quality of products (parts) in the form of tolerance fields or certain templates. To ensure the successful functioning of the Taylor system, the first quality professionals were introduced - inspectors. The motivation system included fines for defects and defects, as well as dismissal. The training system was reduced to vocational training and training to operate measuring and control equipment. Relationships with suppliers and consumers were built on the basis of the requirements established in technical conditions, the implementation of which was checked during acceptance inspection (input and output). All the above-mentioned features of the Taylor system made it a quality management system for each individual product.

Second stage. In 1924, the foundations of statistical methods of quality management were laid, primarily through the development of control charts (W. Shewhart), as well as key concepts and tables for sampling quality control (H. Dodge and H. Roming). Their use made it possible to carry out shop-level product quality control and process quality management based on the analysis of actual data.

Figure 1 - Stages of development of quality management systems

Third stage. In the 50s The concept of total (total) quality management - TQC - was put forward. Its author was the American scientist A. Feigenbaum. TQC systems developed in Japan with greater emphasis on the use of statistical methods and the involvement of personnel in quality circles. The Japanese themselves have long emphasized that they use the TQSC approach, where S stands for Statistical.

At this stage, documented quality systems appeared that established responsibility and authority, as well as interaction in the field of quality of the entire management of the enterprise, and not just quality service specialists.

Fourth stage. In the 70-80s. The transition from total quality management to total quality management (TQM) began. At this time, a series of new international standards for quality systems appeared: ISO 9000 standards (1987), which had a very significant impact on management and quality assurance.

The TQM system is a comprehensive system focused on continuous improvement of quality, minimization production costs and deliveries just in time. The basic philosophy of TQM is based on the principle that there is no limit to improvement. In relation to quality, the goal is to strive for zero defects, for costs - zero unproductive costs, for deliveries - just on time. At the same time, it is realized that it is impossible to achieve these limits, but one must constantly strive for this and not stop at the achieved results. This philosophy has a special term - “quality improvement”.

One of the key features of the system is the use collective forms and methods of searching, analyzing and solving problems, constant participation in improving the quality of the entire team.

In TQM, the role of people and staff training increases significantly.

Certification of quality systems for compliance with ISO 9000 standards has been thoroughly integrated into the relationship between suppliers and consumers.

Fifth stage. In the 90s The influence of society on enterprises has increased, and enterprises have begun to increasingly take into account the interests of society. This led to the emergence of ISO 14000 standards, which set requirements for management systems in terms of security environment and product safety.

Certification of quality systems for compliance with ISO 14000 standards is becoming no less popular than for compliance with ISO 9000 standards. The influence of the humanistic component of quality has increased significantly. The attention of enterprise managers to meeting the needs of their staff is increasing.

Thus, in the evolution of systemic quality management on industrial enterprises Five stages can be distinguished that demonstrate how the formation of the basic principles of the quality management system took place, starting with the formation of the principles of excellence individual activities and ending with the basic principles of the quality management system. The last decade of the twentieth century finally determined a new direction in management: “From product quality to company quality,” formed new approach and a new strategy in quality management.

As can be seen from the history of the development of QMS, the concept of “quality management system” is closely and directly related to international ISO standards.

The ISO 9000 series of international standards is a fundamental set of international quality documents covering all possible areas of application.

ISO (International Organization for Standardization s) is an international organization for standardization that has existed since 1948. In accordance with the ISO charter, the purpose of the organization is “to promote the development of standardization on a world scale to facilitate international exchange of goods and mutual assistance, as well as to enhance cooperation in the fields of intellectual, scientific, technical and economic activities."

The ISO structure has many technical committees covering various industries and areas of activity. ISO Technical Committee 176, Quality management and quality assurance, develops standards in the field of quality assurance and management, called the ISO 9000 series of standards.

The main concept of the ISO 9000 series of standards is to define a set of requirements and recommendations for an organization's quality management system. Moreover, one of the main features of the ISO model is the universality of the requirements. Thus, the requirements of ISO standards can be applied to any organization, regardless of its field of activity, market, number of employees, etc.

The main and integral part of the ISO 9000 standards are the eight principles of quality management, which are intended for management review and preventive action. These principles not only provide the foundation for the rest of these standards, but more importantly provide senior management with a basis for implementing good management practices to support the organization's management system. Each principle has its place in the management of an organization, but the main benefit can only be obtained by viewing these principles as a set of capabilities that senior management can use and develop for the benefit of the organization. The organization's top management must implement, monitor and review these standards, taking into account, when implementing or updating the management system, the concept and methodology derived from the principles listed below.

Customer focus. Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed expectations. An organization cannot exist without consumers. There are many aspects to its relationship with customers, but perhaps the most important is awareness of their current and future demands and expectations. Having understood them, the organization will be able to concentrate its efforts on meeting current customer requirements and plan its activities, focusing on their expectations and, in some cases, resorting to the help of its suppliers.

Relationships with consumers are key factor in achieving prosperity for both parties. These relationships are tested to determine the degree of customer satisfaction with the organization's products, taking into account the level of service during its delivery. The results of these checks may provide useful information, which senior management then uses to develop a long-term strategy for the organization and plan the necessary resources.

Leader leadership. Managers create unity of goals of the organization and its management and demonstrate commitment to quality by personal example. They must create and maintain internal environment, in which employees could be fully involved in achieving the goals of the organization.

Unfortunately, in practice, it most often happens that the head of a company begins to deal with issues of quality and the functioning of the quality system when the need arises, caused either by contract requirements or orders from higher organizations. However, in order to achieve success in the activities of the enterprise, the manager must constantly be involved in the functioning and improvement of the quality system, thereby demonstrating personal interest.

Employee involvement. Personnel at all levels form the backbone of the organization, and their full involvement allows their abilities to be used for the benefit of the organization. People should be considered as the greatest wealth and value of the enterprise, and therefore it is very important to ensure the best use of their capabilities, which will ultimately bring maximum benefit to the enterprise.

Employees involved in the process of realizing the goals of the enterprise must have the appropriate qualifications to perform the duties assigned to them.

Using material and moral incentives, it is necessary to encourage staff to proactively search for improvement opportunities in order to create additional value for consumers.

The process approach is one of the cornerstones of quality management. The essence of the process approach is that the implementation of each job is considered as a process, and the functioning of the organization is considered as a chain of interconnected processes necessary for the production of products. The process is considered as a set of interrelated and interacting activities that transform input into output.

The process approach provides:

1) the relationship of all types of activities, their consistency and focus on achieving the goals of the organization;

2) focusing departments and services on achieving the final result defined by a common goal;

3) visibility and clarity of activities at the enterprise for personnel;

4) the ability to analyze the process, assess the impact on other processes, improve it and adapt to changes;

5) visibility of all areas of the enterprise’s activity and their consistency;

6) measurability of results with numerical characteristics;

7) facilitating the management of the organization;

8) uniting people and strengthening collective (team) work, motivating personnel to achieve the goals of processes and the organization.

When implementing a process approach, special attention must be paid to providing each process with resources to achieve its goal. With this approach, it becomes possible to control the use of each type of resource, analyze and search for opportunities to reduce the costs of producing products and providing services.

Systematic approach to management. This principle is closely interconnected with the “Process Approach” principle and with the presentation of the quality system as a set of interrelated processes. The creation, provision and management of a system of interrelated processes significantly increases the effectiveness and efficiency of the enterprise and is effective in terms of ensuring guarantees that customer requirements are met. With a systematic approach, it became possible to fully use feedback from the consumer to develop strategic plans for the enterprise and quality plans, taking into account the quality planning of each component of the system.

Continuous improvement of the organization as a whole should be considered as its constant goal. The application of this principle is the implementation of activities at the enterprise aimed at:

1) setting goals for managing and changing continuous improvement:

2) evaluation, recognition and confirmation of improvements;

3) using a consistent approach to continuous improvement throughout the organization;

4) providing employees with training opportunities in methods and means of continuous improvement;

5) creating a need for each employee of the enterprise for continuous improvement of products, processes and the system as a whole, motivating personnel involved in improvements;

6) continuous improvement of the efficiency of all processes;

7) registration of improvements.

Improvement activities should be considered as a continuous process, the ability to quickly restructure processes in response to the needs of internal and (or) external customers.

Fact-based decision making. Making decisions based on carefully researched and clearly presented facts should be the core of any organization.

The principle of decision-making based on facts means that the enterprise must create a complete and reliable information base. This does not exclude intuition in decision-making, as well as the use of past experience, but the enterprise must have a reasonable balance of arguments used for decision-making, formed on the basis of an analysis of facts, experience and intuition.

Mutually beneficial relationships with suppliers. The main goal of this principle is to change the enterprise's strategy in relation to interaction with its suppliers. Only mutually beneficial relationships provide both parties with the best opportunities and benefits.

The application of quality management principles not only provides direct benefits to the organization, but also makes an important contribution to cost and risk management. Considerations related to benefits, cost and risk management are important to the organization, its customers and other interested parties.

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