Improving the quality of products and improving them. Directions for improving product quality. Theoretical aspects of quality formation in the service sector

INTRODUCTION 2

1. THEORETICAL ASPECTS OF FORMATION OF QUALITY IN THE SERVICE SECTOR 4

1.1Modern approaches to defining the concept of quality 4

1.2 Quality of service 11

1.3 Quality indicators in the service sector 13

2. ANALYSIS OF QUALITY FORMATION IN THE SERVICE FIELD ON THE EXAMPLE OF SPUTNIK LLC 20

2.1 Brief description of the enterprise 20

2.2 Analysis of the quality of hotel services 28

3. IMPROVEMENT OF QUALITY IN THE SERVICE FIELD BY THE EXAMPLE OF SPUTNIK LLC 35

3.1 Implementation of measures to improve the booking process 36

3.2 Implementation of measures to improve service services: order delivery to room 37

3.3 Implementation of measures to improve the range of services provided 38

CONCLUSION 42

REFERENCES 43

APPENDIX 1 44

INTRODUCTION

The topic of the test is “Formation of service quality in an enterprise.” It can be considered relevant at the present time, since the success and prosperity of an organization today directly depends on quality. People work better in those enterprises whose success is obvious to them and where it is prestigious to work. At enterprises with a good reputation, people work longer; it is easier to attract new workers. Each enterprise, if necessary, can evaluate the strengths and weaknesses of its enterprise: enterprise management, its profitability, the use of modern technology, social responsibility, and the quality of customer service.

One of the important aspects of the overall perception and evaluation of an enterprise is the impression it makes. Regardless of the desires of both the enterprise itself and public relations specialists. Ultimately, a company is defined by quality, price, availability of the product, reliability of its after-sales service, history of the organization and, of course, advertising.

The main sources used in the work are the works of such authors as: Bondarenko G.A., Volkov Yu.V., Gerchikova I.N., Sorokina A.V. and etc.

The purpose of the test is to analyze the quality category in the service industry at the enterprise.

In connection with this goal, the main tasks of the work are as follows:

Explore theoretical aspects of quality formation in the service sector;

analyze the formation of quality in the service sector using the example of Sputnik LLC;

develop measures to improve the quality of service at the enterprise under study.

Object of study: service company hotel Sputnik LLC.

Subject of the study: there are factors influencing the quality of services provided by Sputnik LLC.

In the practical part of the work, an analysis of the quality of services was carried out using the example of Sputnik LLC. In the project part of the work, measures were developed to improve the quality of service in the organization under study.

1. THEORETICAL ASPECTS OF FORMATION OF QUALITY IN THE SERVICE SECTOR

1. Modern approaches to defining the concept of quality

Despite the fact that the history of research into the content of the category “quality” goes back hundreds of years, there is still a lively discussion among scientists on this issue in the light of the modern development of management theory and practice. Thus, the American expert in the field of quality management J. Harrington expressed his opinion on this matter as follows: “Quality is a funny thing. Everyone talks about it, everyone lives with it, and everyone thinks they know what it is. But only a few will come to a consensus on the definition of quality."

Currently, many different aspects of the concept of “quality” have appeared: economic, social, managerial, personal and others. Each of the approaches contains its own interpretations and understanding of the content of this category, depending on the object of study.

In economics and management, the term “quality” is primarily associated with the creation and use of products and services, therefore the object of research and management here is primarily the quality of products and services, and its perception by each person largely depends on the role he plays in the process of their production and consumption. The authors of the book "What is quality?" In the 60s of the 20th century, a unique study was carried out. They analyzed 232 literary sources where the term “quality” is defined in one way or another. In the domestic scientific literature alone, they identified more than 100 different formulations that define the concept of “product quality.” All the variety of existing interpretations of the category “quality” can be combined into the following groups.

1. Quality as an absolute assessment. In this common meaning, quality is synonymous with excellence. In 1931, Walter Shewhart defined quality as good quality, perfection of a product, i.e. The quality of a product is an absolute, universally recognized sign of uncompromising compliance with standards. According to this approach, quality cannot be measured - it is an attribute of the product. Advertising often creates the impression that some products are of absolute quality, such as Mercedes cars. However, perfection is an abstract and subjective category; its perception by people can vary significantly. Therefore, such a definition of quality cannot be used as the basis for assessing or measuring the properties of products or services.

2. Quality as a product property. In this meaning, quality is a derivative of any measurable quantitative parameter of the product. The quality is higher if the parameter is larger. For example, it is believed that the more cylinders an engine has, the higher its quality. However, such a definition is too narrow, since it does not reflect the usefulness of the product for the consumer.

3. Quality as fitness for purpose. According to this interpretation, quality is the ability of a product or service to perform its functions. The American scientist J. Juran defined the quality of a product or service as suitability for use. However, the disadvantage of this approach can be demonstrated by the following example. A large American company producing household appliances entered into a contract to supply refrigerators to Japan, which were in demand in the United States and were considered high quality appliances. However, in Japan, this company was a complete fiasco, since the refrigerators were too bulky for small Japanese apartments - they simply did not fit through metal doors. Thus, a product capable of 100% performing all the necessary functions of a “home” turned out to be unsuitable for the Japanese consumer.

4. Quality as correspondence to cost. In this case, quality is defined as the ratio of utility and price of a product. J. Harrington defined quality as meeting consumer expectations at a price he can afford when the need arises. From this point of view, a high-quality product is one that, in terms of its useful properties, matches the products of competitors, but is sold cheaper or has superior characteristics to similar products at the same price. This approach sets manufacturers the goal of finding a balance between improving the consumer properties of products and reducing the costs of their production and sales.

5. Quality as compliance with standards. In accordance with this production approach, quality is defined as compliance with technical standards and conditions, which include target and acceptable values ​​of certain parameters of products or services. For example, the exact arrival of an aircraft will be considered to be within 15 minutes of the scheduled time, i.e. the target value is the time set in the schedule, and the acceptable value is 15 minutes in one direction or the other. At the same time, technical standards and conditions are meaningless if they do not meet consumer requirements. Thus, the fairness and possibilities of practical application of each of the listed definitions are limited by the subjectivity of perception of the properties and usefulness of a thing by each individual.

W.E. Deming, when asked what quality is, answered that “quality can only be determined using the rating system of the person who uses the product, who judges the quality.”

Russian scientists and specialists dealing with the problem of quality in its various aspects have also repeatedly addressed and continue to address the interpretation of the concept of “quality” in relation to various objects of research. “There is no such thing as quality at all, but it exists only in relation to the specific requirements of specific consumers and, as a rule, turns out to be a kind of compromise between quality and price,” says F. Tatarsky.

Some authors emphasize the objectivity of the concept of “quality”. So, E.M. Weizmann, polemicizing with F. Tatarsky, proposes a method for quantitative assessment of quality, with the help of which one can compare, for example, the quality of a fountain pen and a tractor. He notes that “the quality of use value is a kind of level of scientific and technical harmony contained in it.”

V.Yu. Ogvozdin points out the inappropriateness of connecting the concept of “quality” with meeting needs and proposes the following definition: “Quality is a set of objectively existing properties and characteristics of a product or service, the level of which is determined by grade or other quality assessments that characterize the use value of the product,” L.A. Goberman and V.A. Goberman propose to introduce the concept of “synthesized quality,” defining it as “an established set of consumer benefits of a product that arises as a result of the interaction between the consumer and the manufacturer and is capable of satisfying socio-economic needs during a regulated period of validity (service) and in accordance with the functional purpose of the product.”

Thus, at present, many scientists associate the concept of “quality” with meeting certain expectations and demands of consumers in relation to a particular product or service. At the same time, the need, in accordance with the dictionary of S.I. Ozhegova is defined as “a need, a need for something that requires satisfaction.” You should pay attention to the words “requiring satisfaction.” This emphasizes the very essential properties of needs, which are unacceptable and sometimes dangerous to neglect. The bearers of needs can be individuals, social groups, or society as a whole. From the point of view of quality management, the characteristics of the needs must correspond to the quality characteristics of the object.

Defining the category “quality” using concepts such as consumer expectations and demands is not at all accidental. Moreover, it is natural. From the beginning of the 20th century, the so-called consumer society began to take shape, which was finally formed by the middle of the century. The main figure in such a society is the consumer. His demands (if they are socially safe) are protected by the state and society. The latter is characterized by the following features:

Development of free trade, international market of goods and services. The consumer can purchase goods produced in any country. The consequence of this is a sharp intensification of competition among manufacturers, an intensification of their struggle to improve product quality and competitive prices, to reduce the time it takes for goods to enter the market;

The development of systems of state and public protection of consumer rights to quality products and services, which not only allow them to recover damages from the manufacturer for poor-quality products and services, but also prevent the appearance of such products on the market, and also limit the monopolization of the market by the manufacturer. The consequence of this is the need for the manufacturer to provide the consumer with a system of evidence of the quality of the product even before the consumer has purchased the product;

A fairly high level of self-awareness of consumers who agree to pay for quality and are ready to cooperate with the manufacturer in order to improve it.

These factors have led to the emergence of a new understanding of the category “quality”, which characterizes the state of an object, such a set of its properties that are designed to satisfy or exceed consumer expectations. It is this definition of quality that was enshrined in the ISO 9000 series of international standards in 1994, the content of which was to establish requirements for organizing activities in the field of quality management in enterprises around the world. Following these standards is voluntary, but their compliance is recognized by the international community as proof of the high efficiency of the enterprise and a stable level of quality of products (services). These standards defined quality as “the set of properties of an object related to its ability to satisfy established and expected needs.” Moreover, an object is understood as everything that can be individually described and considered. An object can be an activity or process, a product, an organization, a system or an individual, or any combination of these.

In the latest version of the ISO 9000 series, which came into force in 2000, a new interpretation of the category “quality” is given, according to which it is characterized as the degree to which the totality of the object’s own characteristics fulfills the requirements. Thus, the standards are based on the fact that the quality of an object is determined by its consumer properties. Such a formulation of the question seems natural, since what is important for the consumer, first of all, is the extent to which the object satisfies his needs. However, in our opinion, the following definition can be considered more complete: “Quality is a certainty that includes a set of properties of an object that allow it to satisfy various levels of needs and are in constant motion, change, transformation.” This definition applies not only to the quality of products and services that are the object of purchase and sale on the market, but also to the quality of various social processes and phenomena, such as the quality of education and the quality of working life. It reflects the current level of understanding of the quality problem, the solution of which is a priority for socio-economic development throughout the world.

Thus, from a philosophical point of view, any object has quality due to its essential certainty, while the socio-economic aspect of quality manifests itself only if there is a need that the object is designed to satisfy. At the same time, the interpretations of the category “quality” are not limited to those discussed above. It can be stated that interest in this concept does not fade, despite the presence of regulatory documents reflecting its content.

There is a significant scatter in the interpretations of this category, according to A.V. Glichev, is explained by: the extreme complexity of the category itself, the infinite variety of objects that have quality, differences in the perception of the properties of an object by an individual, peculiarities of language (the word “quality” is used in many meanings).

1.2 Quality of service

An important aspect in determining customer perceived service quality is the degree of customer trust. Service will be considered poor when the customer is left in a state of uncertainty, either because he does not know how to respond to conflicting or inadequate information, or because he perceives uncertainty and a lack of coordination within the service provider himself. Galloway and White (1989) pointed out the importance of internal consistency of a service delivery system in achieving high quality by maximizing customer trust and confidence. Consistency is achieved by matching each of these elements to customer needs and by agreement between service and management personnel regarding the nature of the needs and how to achieve them. If needs are not clearly defined, or if management and service workers do not quite understand how to serve them, then consumers will inevitably have doubts about the quality of the service. Of course, the service must be adequate at every level in accordance with the structure.

The product is the central part of the transaction, the product that passes from one hand to another. It may be absent in certain service areas, and to one degree or another plays a role in mixed transactions.

The main service is the individual characteristics inherent in this service. For example, a current bank account may be accompanied by a checkbook, a cash card, the ability to exceed the credit within certain limits free of charge, and service at any branch of the network.

Peripheral service is those aspects of the service that may be of value to the buyer, but are not the main reason for making a purchase. Thus, a cafe in a grocery store is a peripheral service, as is “free” insurance when you receive a credit card.

Delivery of service, i.e. how the service is provided, the work scenario of the service personnel. Most often it is characterized by a high degree of standardization, which makes the service pleasantly predictable for customers and reliable for management. However, the delivery of a service must first and foremost be consistent with the service itself.

Service environment. The external environment includes: location, building, access to it, interior environment, and so on. The internal environment is the atmosphere and structure in which service personnel work. It includes systems for providing, remuneration, training and control over employees.

This structure indicates the goals and areas in which they should be set. However, it says nothing about how to achieve them. First, make sure that the service concept is clearly stated with all the details. If this is not done, it will be almost impossible to properly design the service and its environment.

Quality ultimately depends on the employees who interact with customers, since it is their behavior that shapes customers' opinions about the service. If top management is not interested in quality, there is no point in asking ordinary workers to do so. And also, according to Luth and Johnson, it is necessary to develop standards for functional and technical quality. This is one of the most difficult tasks. Creating quality standards for tangible elements is not difficult, since we are talking about physical products, which cannot be said about standards for intangible elements of the service. You can describe the required state of the service environment, including such things as frequency of cleaning; maximum and average wait times can be measured and reported. The situation is more complicated with such subjectively important things as competence, demeanor and appearance of staff. Quality standards should be as close as possible to customer expectations. In accordance with them, the hiring of workers, training and remuneration are organized. Let us turn to such an important criterion as the quality of dishes. Opponents of catering argue that restaurant food rarely compares in quality to home-cooked food.

One of the important components of service quality is the quality of service. High-quality customer service is not only one of the competitive advantages, in many areas of activity it has become the only competitive advantage. Service quality is the new standard by which customers judge the quality of a product.

One of the main problems is that managers are unwilling to consider customer service as a marketing strategy. Many people tend to think of it as something like after-sales service, relating to the completed transaction rather than future sales.

But research shows that for many companies, improving the quality of service becomes a more effective tool for increasing sales and profits than marketing, promotion or advertising. And I suspect that in companies that have thoughtful, smart customer strategies, this line of business generates more net profit than R&D.

1.3 Quality indicators in the service sector

Service properties, as well as specific indicators of service quality, are widely used by representatives of government control and regulatory authorities. The corporate environment, as well as millions of consumers. There are production, functional and consumer properties of the service.

Production properties include those that are created during the production process and have pronounced physical and technical properties. However, the production properties of a service represent only potential quality. Any product or service product must always be tested for functional suitability, which is usually checked during the testing period, at the beginning of a new service entering the market, when the client first evaluates the proposed service. But the functional properties do not allow us to make a final conclusion about the quality characteristics of services and service products - it is necessary to take into account their consumer properties. Consumer properties are a set of indicators that are the most significant for the consumer. They reflect the real quality of the product.

Each type, each variety of service products and services contains different combinations of properties that make up production and consumer quality characteristics. The differences between different groups of quality indicators, reflecting production and consumer properties, can be easily seen in the example of any tangible product - a car, clothing, on the one hand, and a service product that is created in the process of servicing a client, on the other. The potential quality of an industrial product is carried out by a special system of technical control and standardization at certain stages of its production.

Unlike the properties of an industrial product, the properties of a service product that indicate quality are much more difficult to isolate, objectively measure, and calculate cost. At the same time, the production of any type of service also acquires a number of production, technological and physical properties that can be recorded, calculated, and compared with reference criteria. It is on the basis of ideas about the standard qualities of service activities that state standards and regulations are developed. Based on these standards and regulations, technical support for the labor of service enterprise employees is carried out, specific labor operations are standardized, instructions and official documents are created that regulate the service process.

The most common properties of various types of services that can be recorded, calculated and compared usually include the following:

quantitative characteristics of equipment, tools, various types of materials and means by which the service is provided;

features of the technological cycle of the service and some of its physical and technical characteristics (sound, lighting, etc.);

information support for the consumer regarding the most important features of the service, its results, etc.;

the period of time for servicing the consumer with his participation or the period during which the service is performed without his participation;

duration and reliability of using the results of service activities;

characteristics related to sanitation, hygiene, order in the premises where the service or service process is performed;

environmental characteristics of the service, service process;

characteristics related to the safety of consumers and service personnel;

the number of employees involved in the service process, as well as professional and qualification characteristics, including skill, skill, experience, communication skills;

ethical qualities of service - responsibility, politeness, sensitivity, etc.;

aesthetic qualities of service - comfort of the service environment, external design of the product, interior design, etc.

In a whole range of services related to meeting sociocultural needs, other production and technological qualities of service come to the fore. Thus, during a performance or at a concert, the content of what is happening on stage, as well as the performance of the artists, acquires leading importance for the viewer. But at the same time, such aspects of service as the politeness of the service workers, the availability of information about the composition of the artists, the comfort of the audience seats, good acoustics of the hall, the presence of a spacious foyer, food service, toilet, etc. are important.

In many areas of service, production and technological properties associated with quality are correlated with a range of services that are unequal in breadth and detail, and the use of different equipment and materials. Through this, as noted above, the unequal level of expression of quality is displayed, as well as the different opportunities of consumers to pay for services of different levels. This aspect of quality is reflected in the availability, for example, of cabins of different classes in maritime transport. The price of service will not be the same in each case. However, it should be especially noted: the quality of operations performed in each class of services must be the best, meeting a certain level of standards.

In addition to the physical properties of the service, consumer properties are no less important for assessing the quality of the service. As noted, consumer properties express the real quality of the service and can be determined by the consumer only during or after the service.

The main “expert” in determining the real quality of a service remains the consumer. It is he who acts as the figure to whom the service is directed. At the same time, consumer assessment of a service, based on its objective properties, contains many subjective aspects. This occurs due to various reasons. When a consumer evaluates the quality of a service, he compares some actual quality parameters with expected values. If these expectations coincide, then the quality of the service is considered good and satisfactory. At the same time, consumer expectations are based on such key factors as personal needs and interests, past experience, external communications (advertising, etc.), interpersonal communications, including rumors, and assessments of loved ones. The impact of many of these factors can seriously distort the quality essence of the service.

However, the consumer's assessment of the quality of the service should not be considered completely erroneous. After all, he evaluates the functional and practical aspects of the results of the service, which immediately makes his assessment the most significant. In addition, consumers taken as a whole act as a collective subject of assessment, which also cannot be ignored by either service providers or state regulatory authorities.

All this determines a two-sided approach to identifying an assessment of the quality of a service: taking into account production and physical (capable of being recorded, calculated, displayed in numerical form) indicators, as well as taking into account subjective assessments of consumers. The latter in each individual case acquire a loose character - they depend on the personal attitudes of the consumer, as well as on fashion, national traditions, etc. At the same time, similar reviews of quality expressed by thousands of consumers acquire a completely objective character and should be regarded by service providers as an indisputable fact.

According to the theory of competitive rationality, the degree of consumer satisfaction should be recognized as the most important criterion for monitoring the quality of service. And the magnitude of the discrepancy between the expected and actual parameters of the service indicates the degree of efficiency of the competitive service company - the greater the discrepancy for the worse in the minds of the consumer, the less effective the service of this company. A particularly alarming indicator for the manufacturer should be a decrease in satisfaction with service among regular and loyal customers.

If 25 - 30% of all customers express complete satisfaction with the service, a willingness to remain committed consumers of this company, and recommend its work to their friends, then these indicators are considered very favorable in terms of quality standards in this service organization. It is this approach that is currently enshrined in global service practice, where the focus on the consumer is becoming as important as the economic criteria of service activities.

We will specifically consider one of the service quality indicators related to its security. In general, human safety in the service sector is determined by the effective functioning of this sector, the absence within its framework of various types of threats, damage to the life, health and property of consumers, industry workers, as well as to the environment.

There are different types of service security, which implies highlighting different aspects of the process of harmless customer service. It is customary to highlight the following aspects of safety: operational and technical (including electrical safety, fire safety, safety from exposure to chemicals, etc.); environmental; informational; legal; financial; property; psychological; related to human health.

The identified general types of security in different areas of service activities are specified differently. But in all of these types of security, it is possible to record objective service qualities that meet general standards and requirements. The quality of services of this kind is relatively easily recorded either visually or through an experimental test of the purchased product, through trying on an item, familiarization with documents, and product labeling. In this way, it is not difficult to establish, for example, the production date of a perishable food product, which is affixed to the label, the voltage level in the network for a household appliance, etc.

A special type of security in the service sector is related to the health, physical condition, and appearance of the client. On the one hand, regulatory production and technological requirements that apply to different types and areas of service are aimed at eliminating any possibility of harm to the health and well-being of clients. The sanitary, hygienic and technological requirements are especially stringent in health-improving and medical institutions, in public catering establishments, in the hotel industry, etc.

On the other hand, many qualities of a service are assessed by consumers, who in this case take into account subjective feelings and internal well-being. In this case, serious discrepancies are possible between the consumer’s opinion about the quality and safety of the service and its assessment by the manufacturer of the service product, which can create a conflict situation.

A type of security requires special consideration, which provides for the harmless impact of the service on a person, without creating a traumatic effect on his psyche or spiritual state. This kind of security takes place in the sphere of dissemination of public and artistic information through the media, as well as through the provision of educational, scientific and consulting services. The negative effects of this type of service may not be detected immediately, but after a long time.

All this suggests that the quality of the service, including its safety, requires public and government control. This dictates the need to develop quality management and service safety control. What is connected with the development of quality standards on a national, and currently global scale.

2. ANALYSIS OF QUALITY FORMATION IN THE SERVICE SECTOR BY THE EXAMPLE OF SPUTNIK LLC

2.1 Brief description of the enterprise

The Sputnik Hotel is a four-story, single-building building, located at the entrance to the city and is the largest hotel in the region. The room capacity consists of 90 comfortable rooms of the categories "apartment", "suite", "junior suite" and "business class". The hotel capacity is 148 beds.

All hotel rooms have bathrooms, TVs, minibars, telephones, and a free set of bathroom accessories and cosmetics. The room is cleaned daily by a maid. Bed linen is changed once every 3 days. Towels are changed daily. All rooms are equipped with advertising and information materials: information directory, telephone directory, list of services provided by the hotel, fire safety instructions.

The hotel provides the opportunity to conduct presentations, seminars, conferences, business meetings and negotiations. It houses a conference room with 40 seats, equipped with furniture, a screen and a projector. Facsimile and copying services are also provided.

The lobby bar is located on the ground floor of the hotel. In the morning, breakfast tables are set here, which is included in the price and is a buffet. The bar also has a wide range of drinks. Hotel staff wear uniforms, the type of which depends on the differentiation by position.

The essence of the organizational structure is the delegation of rights and responsibilities for the division of labor. The organizational structure of a hotel is a reflection of the powers and responsibilities assigned to each of its employees.

The organizational structure of the Sputnik Hotel allows for the establishment of relationships that connect senior management with lower levels of employees. This relationship is established through delegation, which means transferring powers and tasks to a person who accepts responsibility for their implementation.

HOTEL DIRECTOR

CHIEF ENGINEER

ADMINISTRATIVE SERVICE

room service

head of economic department

reception service

senior administrator

financial service

security Service

food service

CEO

Engineering service

senior accountant

service manager

staff

Figure 1. Organizational structure of Sputnik LLC

The hotel offers guests the following services:

24-hour reception and accommodation of guests;

Lobby bar (large selection of snacks and a wide range of drinks);

Conference hall

Let's look at the dynamics of sales of services at the Sputnik Hotel (Table 1).

Table 1

Dynamics of sales of services at Sputnik LLC

Index	Unit	2007	2008	year 2009
Volume of sales of services
Absolute increase base
Absolute increase in chain
Base growth rate
Chain growth rate
Base growth rate
Chain growth rate

T r = √1.0 * 1.449 * 1.12 = 1.274 = 117.5%

Average annual growth rate:

T pr = 117.5 – 100.0 = 17.5%

The dynamics of service sales can also be depicted graphically (Fig. 2, Fig. 3).

Rice. 2. Dynamics of sales volumes of services at Sputnik LLC

Rice. 3. Dynamics of chain growth rates in the volume of sales of services at Sputnik LLC

Having studied the dynamics of sales of services for 2007 - 2009, we can conclude that the activity of the enterprise has a positive trend towards growth in the volume of sales of services.

A generalizing characteristic of changes in the range of services provided is given by the coefficient of the same name, the level of which is determined as follows:

K = Volume of services taken into account h Basic volume of sales of services

The calculation of this coefficient takes into account the actual volume of services of each type in the reporting period, but not more than the planned previous period.

Let's calculate its value according to the following table:

table 2

Analysis of the implementation of the plan for the implementation of services of Sputnik LLC for 2009.

Service	Volume of sales of services, thousand rubles.
	Plan	Fact		% to plan
Guest accommodation
Lobby bar
Conference hall

The table shows that during the reporting period the plan for the sale of services was exceeded by 22.2%

Let's return to the above mentioned coefficient.

K = (105,000 + 1,200 + 310) h 116,800 = 0.912

Judging by the value of this coefficient, significant changes have occurred in the assortment policy of the enterprise: the output of the first and third services has increased significantly and the second has decreased.

Let's analyze the hotel's profitability indicators (Table 3).

Table 3

Profitability indicators of Sputnik LLC (%)

The profitability indicator of products has increased, therefore, the amount of profit from each ruble spent on product sales has also increased. The return on sales indicator also increased, which means that the efficiency of commercial activities at Sputnik LLC has increased.

The results obtained allow us to conclude that the services provided by Sputnik LLC are profitable, and the commercial activities of the enterprise are effective. Let's analyze the hotel's profits for 2008 – 2009. (Table 4).

Table 4

Profit indicators of Sputnik LLC (thousand rubles)

Name			Change
Revenue from sales of services minus VAT and other similar payments
Cost of sales of services
Balance sheet profit
Gross profit
Profit from sales

Based on Table 4, the following conclusions can be drawn. Sales revenue increased by 14,256 thousand rubles, while the cost of sales of services increased by 5,371 thousand rubles, which in turn shows an increase in balance sheet profit by 39% compared to the previous year.

We determine the personnel supply of an enterprise by comparing the actual number of employees with the planned need in general and for individual positions (Table 5). Such a comparison makes it possible to determine whether the personnel have been selected and placed correctly.

Table 5

Provision of labor resources for 2009 at Sputnik LLC

Labor	Headcount plan	Number fact	Security percentage
Average headcount, including:
gene. director
manager
Ch. accountant
accountant
head of accommodation service
accommodation officer
senior security guard
security guard
lobby bar administrator
waiter
dishwasher
housemaid

The enterprise's staffing level is 91.4%, which is quite acceptable for efficient operation, because the missing 8.6% are mainly workers needed as replacements for periods of regular and educational leave, as well as sick leave. Although there is no need for fundamental changes in the selection and placement of workers, but considering that one of the reasons for receiving complaints is the impossibility of delivering orders from the lobby bar to the room, it should be borne in mind: the problem with the lack of service personnel exists and must be solved .

The qualification level of workers is determined by studying such characteristics as age, education and work experience (Table 6).

Table 6

Indicators of the qualitative composition of labor resources at Sputnik LLC

Index	Number of employees at the end of 2008	Number of employees at the end of 2009	Specific gravity, %
By age, years
Of Education specialized secondary not finished. higher
By work experience, years

The majority of Sputnik LLC employees are between 20 and 30 years old. In 2009, the number of workers aged 30 to 40 years increased (by 7.6%). The number of employees aged 20 to 30 decreased by 7.6%. The composition of employees aged 40 to 60 has not changed.

Thus, workers without work experience, most often after vocational lyceums or students, are replaced by people with work experience. Most of the employees have secondary specialized education. A change in the qualitative composition of personnel occurs as a result of its movement (Table 7).

Table 7

Indicators of the movement of quality personnel in Sputnik LLC

Index	2008	year 2009
Number of personnel at the beginning of the year
Hired
Dropped out, including at your own request for violation of labor discipline
Number of personnel at the end of the year
Average headcount
Turnover ratio for hiring employees
Turnover ratio for employee departures
Staff turnover rate
Staff retention rate

In 2008, staff turnover was 52.8%; by the end of 2009, it decreased by 15.1%. As a rule, young and promising employees aged 20 to 30 with higher or incomplete higher education leave. The main reason for their dismissals is low wages and lack of career opportunities.

2.2 Analysis of the quality of hotel services

The company is working to study consumer demand. The work is carried out by establishing personal contacts, by questioning guests, and also by constant observation. It often happens that the best source of information for understanding customer tastes is your own observations. This way, you can get a lot of very valuable information about your customers.

The main services provided at the hotel are accommodation, Lobby Bar services, and a conference room. Compared to 2008, the volume of the Conference Hall service increased by more than 100% in one year. Lobby bar and accommodation services also have a positive growth trend, but several times less (25.0% and 11.65%, respectively). For a more in-depth analysis, it is necessary to compare the availability of basic and additional services in three hotels: “Sputnik”, “Three Stars”, “Rus”.

Table 8

Availability of basic and additional services in three hotels in Togliatti

Service	Hotel
	« Satellite»	« Three Stars»	« Rus»
Accommodation
Conference hall
Availability of bathrobes and slippers in all rooms
Iron and ironing board available in all rooms
Fast booking process (by phone, e-mail)
Availability of foreign TV channels in the rooms
Division of rooms for smokers and non-smokers
Order delivery from the bar to your room
Availability of toothpaste, brush, hair comb
Availability of Internet in the rooms

Analyzing the table. 8, we can conclude that such basic services as accommodation and a bar are available in all of the above hotels. The conference room service is available only at Sputnik LLC, because... Only this hotel has a business class level. Additional services such as a quick booking process, the presence of foreign TV channels in all rooms, delivery of orders from the bar to the room, the availability of a toothbrush, toothpaste and hair comb are available in all hotels except Sputnik LLC. If the presence of a robe, slippers, iron and ironing board in the rooms is also provided in all of the above hotels, then at Sputnik LLC these services are provided only to guests from luxury and apartment rooms.

Services for dividing rooms for smoking and non-smoking guests, providing Internet in all rooms are provided only at the Three Stars Hotel. Despite the fact that the latest services are absolutely absent from Sputnik LLC, they are necessary for this particular hotel, because... it, as mentioned earlier, unlike all other hotels in the city, has a business class level.

Using the method of questioning (Appendix 1), observation and simply talking with clients, specific shortcomings in the hotel’s activities were identified (Table 9).

Table 9

Results of a customer survey of Sputnik LLC

	Wonderful		Fine
General impression of the range of services
General impression of the room
Impressions upon arrival and check-in
General impression of staying at the Priokskaya LLC hotel
Total interviewed

As can be seen from table. 9, the majority of guests faced a problem with the range of services - 40% of the total number of guests surveyed. As a result, the overall impression of the room and the stay in general deteriorated. For a more visual study, let us depict the obtained data graphically (Fig. 4-7).

Rice. 4. Assessment of assortment at the Sputnik LLC hotel

Rice. 5 Rating a room at the Sputnik LLC hotel

Rice. 6. Assessment of arrival and registration at the Sputnik LLC hotel

Rice. 7. Evaluation of the overall impression of staying at the Sputnik LLC hotel

Let's move on to consider the list of additional services that the majority of surveyed guests would like to see in the future at Sputnik LLC (Table 10).

Table 10

Results of a survey of Sputnik LLC guests

What extras? services you would like to see at the Sputnik Hotel?
Speed ​​up the booking process using e-mail.
Separation of rooms for smokers and non-smokers.
Possibility of Internet access in all rooms.
Expanded range of foreign TV channels in the rooms.
Delivery of your order from the lobby bar directly to your room.
Availability of such hygiene items as toothpaste, toothbrush, hair comb in the rooms.
Availability of bath slippers, bathrobe, ironing board and iron in all rooms.

As can be seen from table. 10 the majority of clients of the Sputnik Hotel would like to speed up the booking process (30% of respondents), be able to make an order from the room (23.3% of respondents), see bath slippers, a bathrobe, ironing board and iron in the room (14.7% of respondents ), and also have free access to the Internet right in the room (12.7% of respondents). So, in general, the financial condition of the enterprise can be characterized as stable. But, despite the positive economic indicators, in the near future the successful activities of Sputnik LLC may fail. This is due to constantly growing competition. We must not forget that the Sputnik Hotel is aimed primarily at a layer of people whose incomes are above average. Therefore, in order not to completely disappoint customers and not lose them altogether, there is a need to improve the quality and expand the range of services provided. During the analysis of the quality of services provided, some negative aspects were identified, i.e. customers were surveyed and the main competitors were analyzed, the data is shown graphically (Fig. 8).

	Event
	Speed ​​up the booking process using email
	Possibility of Internet access in all rooms
	Delivery of your order from the lobby bar directly to your room
	Availability of bath slippers, bathrobe, ironing board and iron in all rooms
	Expanded range of foreign TV channels in the rooms
	Separation of rooms for smokers and non-smokers
	Availability of hygiene items in the rooms such as toothpaste, toothbrush and hair comb

Rice. 8. Desired additional services at Sputnik LLC

Naturally, the absence of the above-mentioned additional services at the hotel led to certain monetary losses. Let's consider what losses the identified problems in table can lead to. eleven.

Table 11

Amount of revenue loss at Sputnik LLC

№ p/p	Problem	Possible consequences	Amount of losses
	Slow room booking process	With the current reservation system at the Priokskaya Hotel, receiving a reservation confirmation can take from several hours to a full working day. It is natural to assume that clients will prefer a similar hotel with a simplified booking form.	175.08 thousand rubles. H 12 months = 2,101 thousand rubles. in year
	Failure to provide an order from the lobby bar to the room	The inability to make an order to the lobby bar from the room, the forced need to go down to the first floor, as well as staying in an often crowded noisy lobby bar lead to a negative reaction from guests and, as a result, a complete refusal to use the services of the lobby bar.	580.80 thousand rubles. H 12 months = 6,970 thousand rubles. in year
	Small range of services provided	In one of the best hotels not only in the city, but also in the entire Kaluga region, the absence of a bathrobe, slippers, iron and ironing board in the room leads to the loss of customers, since for approximately the same money you can get a higher level of service in a similar hotel. Negative emotions from staying at the Priokskaya Hotel can also lead to the loss of not only this guest, but also the loss of potential clients in the person of the first’s friends and relatives.	343.25 thousand rubles. H 12 months = 4,119 thousand rubles. in year
	Total losses		RUB 13,190 thousand in year

Thus, the following measures should be taken at the Sputnik LLC hotel to improve the quality of service:

speed up the booking process using email;

provide Internet access in all rooms;

providing the opportunity to deliver orders from the lobby bar to your room;

provision of bath slippers and bathrobe in all rooms, regardless of room category;

provision of an iron and ironing board in all rooms, regardless of room category.

In total, the hotel bears 13,190 thousand rubles. losses per year from three unresolved problems.

3. IMPROVEMENT OF QUALITY IN THE SERVICE FIELD BY THE EXAMPLE OF SPUTNIK LLC

To solve the identified problems, we will build a tree of goals (Fig. 9). This diagram shows that the following measures will be developed to improve the quality of service:

possibility of order delivery from the lobby bar directly to your room;

improving the range of services provided;

Possibility of Internet access in all rooms;

Let's look at the first three events in more detail.

Rice. 9. Tree of goals for developing measures to improve the quality of service of Sputnik LLC

3.1 Implementation of measures to improve the booking process

In European countries, it has long been the practice to book rooms by email, indicating a credit card number, which allows you to immediately withdraw a certain amount. And, if the client was unable to arrive and warn about this in advance, the hotel still receives a sum of money in the amount of the cost of the reservation and the amount of the fine.

This form of booking is simpler, more efficient and more profitable for both parties, as it will attract, in particular, those clients who value their time and are ready to pay for their comfort at any price. In this case, there will be no need to attract a company, and the client, whether he is a citizen of the Russian Federation or a European state, will be able to independently book a room without any difficulty.

To begin with, you can try booking rooms by email only for regular customers, without providing a credit card number.

So, speeding up the booking process includes providing regular customers with the opportunity to book rooms by e-mail. Companies such as Volkswagen Group Rus LLC, BCD Travel, Peugeot Citroen Automobiles Rus CJSC, JSC Volvo Vostok, Magna Technoplast CJSC, Kozelsk Travel and Excursion Bureau LLC, with which Sputnik LLC has been cooperating for a long time and fruitfully , will be able to book rooms in minutes. They won’t have to call back to see if the fax has arrived, worry whether it has been transferred to the reservations department, or wait until the application is reviewed, confirmed, printed and sent back by fax.

All this, as a rule, takes quite a lot of time. And by using e-mail, time savings are obvious. At the same time, idle rooms due to the fault of regular customers are unlikely: the companies listed above have proven themselves positively and always inform on time about any amendments, be it a change in the date of arrival, length of stay, or simply cancellation of a reservation.

Thus, the first step is to book rooms by e-mail for regular customers. The costs for this event will be (Table 12):

Table 12

Costs for improving the reservation process at Sputnik LLC

	Cost item	Amount, thousand rubles
1.One-time costs
	Payment for the services of an external consultant (connecting all computers of the reservation department to the Internet, installing Mail.ru, AntiSPAMer, Kaspersky antivirus)
	Payment for Internet services
2.Operating costs
Total costs

3.2 Implementation of measures to improve service services: order delivery to the room

It often happens that guests, tired of a delayed flight, an overnight flight and a three-hour road trip, arrive at the Sputnik Hotel late at night. Their only desire is to go up to their room, take a shower, drink a cup of hot tea and move to the kingdom of Morpheus. But, unfortunately, they have to explain that their order cannot be delivered to their room. Guests can receive it directly from the lobby bar. You can guess what the reaction should be: complete negativity.

Often people think that hotel staff simply don’t want to work (“there are too many of you, you won’t be nice to everyone”). In reality, everything is much more complicated. Guests cannot place an order to their room because the Sputnik Hotel does not have enough service personnel, namely waiters. In the evening and at night there is only one bartender in the bar. Naturally, he cannot leave his workplace and run around the rooms with a tray. It is for this reason that even a cup of tea cannot be provided to a guest in their room.

The conclusion is simple - recruit the missing personnel, carefully think through the work schedule of each of them, so that there is neither over-recruitment nor under-recruitment.

This need arose when the Sputnik Hotel became one of the leading hotels in the city. People make a preference in its favor because they know that for their money (sometimes considerable) they will receive decent service.

Thus, the second event is the recruitment of the missing two waiters. The costs for this event will be (Table 13):

Table 13

Costs for the possibility of delivering an order to your room at Sputnik LLC

3.3 Implementation of measures to improve the range of services provided

Bathrobes, slippers, ironing board and iron are only available to guests staying in deluxe and apartment rooms. But if we take into account the fact that the Sputnik Hotel is more focused on the segment of people whose incomes are above average, then the hotel administration is simply obliged to provide all these items in absolutely all rooms, regardless of its category.

Clients of the Sputnik Hotel are not only citizens of the Russian Federation, but also of many European countries. When arriving in another country, an unknown city, and checking into a hotel, everyone wants to feel as comfortable as possible. The management's task is to create conditions under which the guest will feel at home. And in order to create such conditions, you need to change something, do something, develop, strive to provide the level of service that guests of the Sputnik Hotel expect. To solve this problem, it is necessary to purchase everything listed above in the required quantity. Their availability and shortage are presented in table. 14.

Table 14

Analysis of the range of services provided by Sputnik LLC

The costs for this event are presented in table. 15 and amount to 465.08 thousand rubles.

Table 15

Costs for improving the range of services provided at Sputnik LLC

Thus, the costs for the third event represent only current costs and will cost the hotel 465.08 thousand rubles. (Table 16). So, in the design part of the control work, the following measures were developed to improve the quality of service:

improving the booking process. It is necessary to spend 4.7 thousand rubles on its implementation;

Possibility of order delivery from the lobby bar to your room. To implement this activity, it is necessary to spend 16.0 thousand rubles;

improving the range of services provided, for which it is necessary to spend 465.08 thousand rubles.

Table 16

Total costs for improving the range of services provided at Sputnik LLC

	Cost item	Amount, thousand rubles
1.One-time costs
	Buying bath slippers
	Buying bathrobes
	Buying irons
	Buying ironing boards
2.Operating costs
Total costs

Let us reflect the total cost of developing measures to improve the quality of service in the summary table (Table 17).

Table 17

Costs for implementing measures to improve the quality of service at Sputnik LLC

	Event	Amount, thousand rubles
1.One-time costs
	Activity 1. “Improving the booking process”
	Event 2. “Possibility of order delivery from the lobby bar to your room”
	Activity 3. “Improving the range of services provided”
	Total one-time costs
2.Operating costs
	Activity 1 “Improving the booking process”
	Event 2 “Possibility of order delivery from the lobby bar to your room”
	Activity 3 “Improving the range of services provided”
	Total current costs
Total project costs

Thus, it is necessary to spend 490.48 thousand rubles on the implementation of measures to improve the quality of service.

CONCLUSION

In the test work, general theoretical issues of forming the quality of a service enterprise were considered, as well as an analysis of the quality of services of the Sputnik LLC hotel was carried out.

A good hotel is traditionally considered to be one where all the staff are united by one task - to please the guest.

An analysis of the quality of services at Sputnik LLC showed that the company, despite its success, was faced with the problem of the range of services, namely the incompleteness of the additional services provided.

In connection with the identified problem, the following measures were proposed:

improving the booking process;

improvement of service services (possibility of order delivery to the room);

improvement of maintenance services (improvement of the range of services provided).

Calculation of the project's effectiveness showed that all proposed measures are cost-effective. Their implementation will increase revenue by 9.84%, increase balance sheet profit by 10.60%, thereby increasing profitability of sales by 6.81%.

BIBLIOGRAPHY

Decree of the Government of the Russian Federation of April 25, 1997 N 490 (as amended on September 15, 2000) “On approval of the rules for the provision of hotel services in the Russian Federation”

Certification and licensing of tourist, excursion, hotel services and passenger transportation by air: Regulatory documents and background information. – St. Petersburg, 2008. – 310 p.

Bondarenko G.A. Management of hotels and restaurants. – M., 2006. – 150 p.

Vainsheig A. Impeccable service. To make every client feel like a king. – M., 2006. – 152 p.

Volkov Yu.F. Hotel service technology. – M.: PHOENIX, 2005. – 210 p.

Gerchikova I.N. Management. – M.: UNITY, 2008. – 180 p.

Romanovich V. Service activities. – M., 2006. – 250 p.

Semenov V.S., Kalininsky I.M., Popova N.A. Hotel industry. – M.: UNITY, 2007. – 270 p.

Sorokina A.V. Organization of services in hotels and tourist complexes. – M., 2007. – 351 p.

Walker John. Introduction to Hospitality. – M.: UNITY, 2009. – 170 p.

Chudnovsky A.D. Tourism and hotel management. – M.: EKMOS, 2008. –

ANNEX 1

Questionnaire for guests of Sputnik LLC

Thank you, that you chose the Sputnik Hotel for accommodation during your trip. Our goal is to fully satisfy our guests on every visit. Could you take a few minutes to make comments? We will try to make the most of this valuable feedback by bringing your comments to the attention of the hotel management. We greatly appreciate your input, which will help us in the process of continuously improving our services.

Last name and first name: ____________________

Email mail:__________________________

Address: ______________________________

A country: ____________________________

8. Concept of company development spheres services. 9. Features of formation quality V sphere services. 10. Forecasting and planning in sphere services ...

Development of activities for improvement quality services for the hospitality industry...

Thesis >> Physical education and sports

Novatorova E.V., dedicated to the basics of marketing research quality V sphere services, based on these models are presented... should go exactly to improvement quality providing services, formation of complex packages and search...

Structural evolution of social production. Information factor in the development of human society. Development spheres services

Study Guide >> Economics

Realities characterized by expansion and complexity spheres services. IN quality The disadvantage of this approach can be noted... and satisfaction of vital needs. Dynamic development spheres services, improvement its structure is possible with enough...

The influence of personal characteristics of employees spheres services on the formation of emotional burnout syndrome

Abstract >> Psychology

And professional longevity of specialists spheres services. 1. The concept of emotional burnout... work without further professional improvement; tensions and conflicts in... that are personal quality workers spheres services play an important role...

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MINISTRY OF EDUCATION OF THE REPUBLIC OF BELARUS

Educational institution

Gomel State Technical University named after P.O. Sukhoi

Department of Economics

COURSE WORK

For the course "Management"

on the topic "Improving product quality management at the enterprise" (using the example of the Republican Unitary Enterprise "Gomel Casting and Normal Plant")

Performed:

student of group UP-31

Khomenkova A.M.

Supervisor:

Dragun N.P.

Gomel 2013

Introduction

Chapter 1. Theoretical foundations for improving product quality management

Chapter 2. Analysis of product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”

2.1 Analysis of technical and economic indicators of the enterprise’s functioning

2.2 Analysis of the product quality management system at the enterprise

2.3 Analysis of product quality at the enterprise

Chapter 3. Study of factors in the dynamics of product quality indicators at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”

3.1 Deterministic factor analysis of indicators of the state and dynamics of product quality

3.2 Stochastic factor analysis of indicators of the state and dynamics of product quality

Chapter 4. Measures to improve product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”

4.1 Improving product quality management by upgrading equipment in the foundry

4.2 Improving product quality by changing component suppliers

4.3 Improving product quality by introducing a system of monetary incentives for quality work performed by workers

Conclusion

List of sources used

Applications

INTRODUCTION

quality deterministic stochastic production

In order to operate successfully in market conditions, an enterprise must organize modern quality management and know how to practically organize it in an enterprise. Since quality is formed in the process of creating products, technological work and production organization are of paramount importance for quality management. Quality management is also associated with standardization, since its main regulatory basis is standards that set out quality requirements and regulate the procedure for checking and assessing quality. One of the main functions of quality management is quality control, which is carried out by appropriate measurements. Quality management necessarily requires knowledge of current legislation in the field of quality. The basis for the competitiveness of products is quality, the stability of which is achieved through the introduction of quality systems at the enterprise.

On June 1, 2009, the State Standard STB ISO 9001-2009 “Quality Management Systems” came into force in the Republic of Belarus. Requirements". At the moment, the Program for the Social and Economic Development of the Republic of Belarus for 2011-2015 is in effect in Belarus, where one of the goals is to improve the quality and competitiveness of manufactured products. The document says that measures should be determined to implement the state strategy to create conditions for increasing the competitiveness of domestic products, their promotion to foreign markets, and ensuring an increase in the level of certification of quality systems at enterprises according to the international standards ISO 9000, ISO 14000, ISO 22000.

The subject of the study is product quality management at the enterprise.

The object of the study is the quality of products at the Republican Unitary Enterprise "Gomel Casting and Normal Plant". The choice of this enterprise is justified by the fact that it belongs to the agro-industrial complex, where there are many problems in product quality management (an undeveloped product quality management system, no automated control system, low level of personnel education, an outdated product quality planning system, etc.) . In addition, there are a significant number of factors - factors that influence the quality of products, and thereby the efficiency of the enterprise.

The purpose of the course work is to develop methods for improving product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”.

In order to achieve this goal, the course work sets the following tasks:

Explore the theoretical aspects of product quality management in an enterprise;

Conduct an analysis of product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”;

Investigate factors influencing the quality of products of the Republican Unitary Enterprise “Gomel Casting and Normal Plant”;

Develop measures to improve product quality management at the Republican Unitary Enterprise “Gomel Casting and Normal Plant”.

The course work consists of an introduction, four main parts, a conclusion, a list of references and applications. The first chapter discusses theoretical issues related to the concept and essence of product quality management at an enterprise, the technology for implementing the functions of product quality management at an enterprise, consideration of the features of product quality management at enterprises abroad, analysis of the state and development trends of the type of economic activity “Production of machinery and equipment” in the Republic of Belarus. The second chapter analyzes the technical and economic indicators of the Republican Unitary Enterprise “Gomel Casting and Normal Plant” and the product quality management system at the enterprise for the analyzed period. In the third, research chapter, a study was conducted of the factors influencing the quality of the enterprise's products using deterministic and stochastic factor analyses. In the fourth, practical chapter, using the example of the enterprise under study, the following activities are presented: improving product quality management by updating equipment in the foundry; improving product quality by changing the supplier of components; improving product quality by introducing a system of monetary incentives for quality work performed by workers.

To write the course work, the following sources of information were used: periodical literature devoted to the topic of the work and analysis of product quality management; works of domestic and foreign authors on the product quality management system at the enterprise; data from the National Statistical Committee of the Republic of Belarus on mechanical engineering enterprises, electronic resources.

CHAPTER 1. THEORETICAL FRAMEWORK FOR IMPROVING PRODUCT QUALITY MANAGEMENT

1.1 The essence of product quality and technology for managing it in an enterprise

The fundamental definition of quality given by Hegel in the Encyclopedia of Philosophical Sciences reads: “Quality is, in general, immediate determination identical with being...”; “Something is, thanks to its quality, what it is, and, losing its quality, it ceases to be what it is...”

Those. quality is an objectively existing set of properties and characteristics of a product, which defines the product as such and distinguishes it from others. The loss of properties and characteristics leads to the disappearance of the item to which they belonged. For example, when heated, water loses its characteristics and ceases to be water, turning into steam, which has different, its own properties and characteristics.

The set of indicators used to assess the level of product quality is very diverse and therefore can be classified according to many different criteria. Traditionally, this type of classification involves dividing a set of quality indicators into groups in accordance with the following main criteria: the level of aggregation of the assessed useful properties of the product; the nature of the dimension of quality indicators; compliance with product life stages; specificity of the characterized properties of the product.

Depending on the level of aggregation of the evaluated product properties, quality indicators can be single or complex.

Single quality indicators are independent characteristics of individual properties of a product that can provide its user with one or another usefulness. Examples of single quality indicators can be productivity, product dimensions, its useful life, etc.

Complex quality indicators are designed to characterize a certain set of useful properties of a product. These indicators are divided into group and integral. Group quality indicators characterize a set of useful properties that are characterized by homogeneity and similarity of units of measurement, for example, the level of reliability, the cost of consuming a product, and integral indicators express the overall quality level of all product properties that are significant for the consumer and they are always internally heterogeneous.

Depending on the nature of its dimension, quality indicators are qualitative and quantitative.

Qualitative indicators are used to characterize beneficial properties, the intensity of which cannot be measured quantitatively.

Quantitative indicators can be used to characterize such properties, the reference values ​​of units of measurement of which are commonly used or have a situational nature, for example, the relative cost of a product.

Based on the criterion of compliance with product life stages quality indicators are divided into:

predicted (the values ​​of which are determined at the pre-project stages and are indicative);

design (defined as the result of specific design and technological solutions incorporated into the product at the design stage);

production (expression of specific features of the production system within which the developed project finds its practical implementation);

operational (the result of a combination of the design features of the product, the actual production conditions of its creation and the conditions of the final intended use by the consumer).

Depending on the specifics of the characterized properties of the product, quality indicators are divided into the following types:

Purpose indicators - characterize the properties of the product, determining the main functions for which it is intended, and determine the scope of its possible application;

Economy indicators - characterize a set of product properties that express the degree of intensity of consumption of various types of resources during the implementation of the processes of its manufacture and intended operation;

Reliability indicators - express the ability of a product to maintain over time, within established limits, the values ​​of all its parameters that characterize the ability of this product to perform the required functions in given modes and under predetermined conditions of use, transportation, storage, repair and maintenance;

Ergonomic indicators - characterize the convenience and comfort of consuming a product at the stages of the fundamental process in the “person - product - environment of use” system;

Aesthetic indicators - characterize information expressiveness, rationality of form, integrity of composition, perfection of production execution of the product;

Manufacturability indicators - characterize the totality of product properties that determine the optimal distribution of financial costs, materials, labor and time during the technical preparation of production, production and operation of these products;

Transportability indicators - characterize the adaptability of products to transportation without its use or consumption;

Indicators of standardization and unification - characterize the saturation of the product with standard, standardized and original parts, as well as the level of its unification with other types of products;

Patent legal indicators - characterize the degree of patent protection of technical solutions used in the creation of products;

Environmental indicators - characterize the level of harmful effects on the environment that arise when consuming a product;

Safety indicators - characterize the features of the product that ensure the safety of the user during its use, maintenance, storage and transportation;

Economic indicators characterize the costs of developing, manufacturing and operating a product, taking into account a certain degree of their aggregation.

There are also various methods for assessing product quality indicators, which are divided into groups:

Measuring methods - involve the assessment of quality indicators as specific quantitative characteristics using technical measuring instruments (weight of the product, engine speed, etc.);

Calculation methods - are used to assess the quality indicators of products at the stage of their design and involve the use of information obtained using theoretically or empirically generated functional dependencies (dimensional parameters, etc.);

Organoleptic methods are based on the results of analysis of human sensory sensations (quality indicators of food products, perfumes, etc.);

Registration methods involve assessing product quality indicators based on counting the number of certain events associated with the processes of manufacturing, distribution and operation of these products (patent legal indicators, product reliability indicators, etc.).

Quality management as a scientific concept arose at the turn of the 19th and 20th centuries.

In the history of the development of documented quality systems, 5 stages can be distinguished.

Stage 1. The emergence of the Ford-Taylor system (1905). This system established product quality requirements in the form of tolerance fields or certain templates configured for upper and lower tolerance limits - pass and fail gauges. The work motivation system provided for fines for defects and defective products with simultaneous rewards for good (defect-free) work.

Stage 2. System of statistical methods of quality control and management. In 1924, Bell Telephone (now AT&T Corporation) created a group of engineers under the leadership of R. Jones, which laid the foundations for statistical quality management. These were the development of control charts carried out by W. Shewhart, as well as the first concepts and tables of sampling quality control developed by G. Dodge and R. Roming. These works served as the beginning of statistical methods of quality management, which later, thanks to E. Deming, became widespread in Japan and had a significant impact on the economic revolution in this country.

Stage 3. Japanese “Total Quality Control (TQC)” system. In 1950, A. Feigenbaum put forward the concept of total quality control. This concept developed in Japan with greater emphasis on the use of statistical methods and the involvement of staff in quality circles. At this stage, documented quality systems appeared, establishing the responsibilities and powers of employees, and for the first time, interaction in the field of quality between the entire management of the enterprise, and not just quality service specialists, began to take place. The motivation system began to shift towards the human factor.

Stage 4. In the early 1980s. The transition from total quality control to total quality management (TQM) began. At this time (1987), a new series of international standards ISO 9000 appeared, which had a very significant impact on management and quality assurance. A systematic approach to quality management has been formed.

Stage 5. In the 1990s. The influence of society on enterprises has increased, and the latter have increasingly begun to 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 environmental protection and product safety. Integrated management systems have emerged that integrate various areas of consumer and societal requirements.

Currently, in economically developed countries, certification of enterprise quality systems for compliance with the requirements of the ISO 14000 series standards, which establish requirements for environmental production parameters, is becoming increasingly important. Today, certification of enterprises for compliance with ISO 14000 standards is becoming an important tool for gaining access to the markets of many developed countries. Formally, certification to ISO 14000 series standards is voluntary. At the same time, experts predict that in the next decade from 90 to 100 percent of large companies, including transnational ones, will be certified in accordance with ISO 14000, that is, they will receive a “third party” certificate that certain aspects of their activities comply with these standards. Businesses may want to obtain ISO 14000 certification primarily because in the near future such certification will be one of the sine qua non of marketing products in international markets.

The main subject of ISO 14000 standards is the environmental management system. Therefore, ISO 14001 “Environmental management systems - Specification and guidance for use” is considered the central document of the series. Unlike other documents, all requirements of this standard are “auditable” - it is believed that compliance or non-compliance with them by a specific organization can be established with a high degree of certainty. It is compliance with the requirements of the ISO 14001 standard that is the subject of formal certification by a third independent party. ISO 14004 acts as a clarification of the requirements of ISO 14001, providing additional guidance on the establishment and operation of environmental management systems. The ISO 14001 and ISO 14004 standards were developed based on experience in applying the principles of total quality management (as reflected in the ISO 9000 series of standards) to environmental issues and sustainable use of resources. In turn, the experience of developing and applying the ISO 14001 and ISO 14004 standards was taken into account when creating the ISO 9001 and ISO 9004 standards in the 2000 versions. Currently, the ISO 9000 and ISO 14000 series of standards are fully compatible.

Table 1.1 - Contents of ISO 14000 series standards

Standard designations
Standards for the creation and use of environmental management systems
	Specifications and guidance for the use of environmental management systems
	General guidance on the principles, systems and methods of environmental management systems
	Guidance for determining the “entry level” of enterprise environmental performance
	Glossary of environmental management systems
Standards for environmental monitoring and assessment tools
	General principles of environmental audit
	Guidance on Audit Procedures for Environmental Management Systems
	Guidance on Qualification Criteria for Environmental Auditors
	Guidelines for assessing the environmental performance of an organization
Product-specific standards
	Principles of environmental product labeling
	Methodology for assessing the environmental impacts associated with products at all stages of their life cycle
	Guidance on integrating environmental aspects into product standards

Businesses can use ISO 14000 standards for both internal and external purposes. Internal goals may be associated with the use of these standards as instructions for creating environmental management systems at the enterprise, as well as as a basis for conducting internal audits of the environmental management system. The external objectives of implementing the ISO 14000 series of standards are related to demonstrating to clients and the public that the environmental management system meets modern requirements.

The most important source of growth in production efficiency is the constant improvement of the technical level and quality of products. The current level of development of scientific and technological progress has significantly tightened the requirements for the technical level and quality of products in general and their individual elements.

The instability of quality, caused by partial deviations of the specified parameters, is random in nature. The time of their appearance can only be expected with a certain degree of probability.

There is another factor that influences the instability of quality assessments - this is the instability and variability of needs. Product parameters may strictly comply with regulatory and technical documentation, but consumer requirements change and quality, with unchanged parameters, deteriorates or is lost altogether.

It can be stated that product quality is in constant flux. Consequently, quality defines a chronically unstable object. This is an objective reality that we have to deal with.

1.2 Foreign experience in product quality management

The international community has developed a unified approach to standardizing technical requirements for product quality. An important role here is given to legislation as a form of state regulation of quality and methods for ensuring it.

At the present stage of development of scientific and technological progress, product quality is emerging as one of the key problems in the development of national economies. All industrialized countries of the world are actively searching for ways to solve the problem of improving product quality and its competitiveness in the world market.

Common to many foreign countries is an approach that has resulted in the concept of “integrated quality management”, the main emphasis of which is on the need to plan both the level of quality and measures to ensure it. The main principle is that quality cannot be ensured by inspection, it must be embedded in the product. In accordance with this, practical activities to ensure quality in companies are built.

A further development of the theory and practice of PQM is the concept of creating a Unified Product Quality Management System (EU PQM). The idea of ​​creating an EU UKP appeared almost simultaneously in different countries and was reflected in a number of models of similar systems developed by specialists from various industries. So, in the late 50s, one of the models was proposed by the President of the American Organization for Quality Control A. Feigenbaum. This model includes 17 elements of SCM, but covers only the production stage of products.

Specialists of the European Organization for Quality Control (EOQC) considered the quality assurance system model (Ettinger-Sittig model) in the form of a circle divided into 8 sectors, from studying demand to operating the product.

Unlike Feigenbaum's model, the Ettinger-Sittig model takes into account the influence of consumers on product quality; the cycle in it begins and ends with market research.

The EU QM model was further developed in the works of the American specialist in the field of quality control J. M. Juran, who proposed a “spiral of quality formation and improvement,” in which the QM process develops not in a vicious circle, but in an ascending spiral. This model involves constant study of the changing sales market and the behavior of products in operation.

Of greatest interest is the history of the development of quality management using the example of the three leading economic regions of the world: the USA, Japan and Western Europe.

Forms of quality management in American companies are very diverse due to their significant differences in size, volume and range of products, type of organizational structure, technological processes and a number of other factors that impose restrictions and require a strict linkage of the management management system to the specifics of the company. Integrated product quality management systems, as a rule, consist of three subsystems: executive, support and control and management, which together provide solutions to the problems of establishing a unified company policy regarding the quality of products, depending on their purpose and consumer requirements, in determining those responsible for quality products, in the development of a quality management system, the basis of which is the definition of quality criteria and the development of measures aimed at eliminating deviations of product parameters from these criteria. Quality management methods and programs, called “Improving Quality by Preventing Defects”, “Zero Defects”, largely using the organizational and technical elements and experience of the Saratov BIP system, have become widespread in US companies and firms. BIP system(Defect-free Manufacturing) is the concept of defect-free work, which is reflected in the Saratov system of defect-free manufacturing, introduced at enterprises in the Saratov region in 1955. This system was based on a mechanism for activating participants in the production process, stimulating them to identify and eliminate not product defects, but their causes. After re-presenting the product, the worker lost his bonus.

Since the 1940-1950s. a serious problem for US industry was the enormous costs due to low quality levels; 20-50% of the total operating costs of a typical American business went to detecting and correcting product defects. In other words, up to one quarter of all employees of the enterprise did not produce anything - they only remade what was done incorrectly the first time. If we add to this the costs of repairing or replacing defective products that left the enterprise and entered the market, then the total costs due to the low level of quality amounted to 30 percent or more of production costs.

Many US experts considered low quality to be the main obstacle to the growth of labor productivity and the competitiveness of American products.

The solution to the quality problem in the United States was most often tried to be found in various protectionist measures: tariffs, quotas, duties that protect American products from competitors. And issues of improving quality were relegated to the background.

The US administration, at the request of American entrepreneurs, took a number of protectionist measures to protect American manufacturers of automobiles, steel, consumer electronics, motorcycles, etc. Even leading American companies, in which product quality was considered the main goal, considered quality as a means of reducing production costs, and not way to meet consumer needs.

At the same time, the most experienced managers of US companies realized that it was necessary to improve the quality of American goods by increasing attention to the development of such problems as:

1) motivation of workers;

2) quality circles;

3) statistical control methods;

4) increasing the consciousness of employees and managers;

5) accounting for quality costs;

6) quality improvement programs;

7) financial incentives.

In the USA in the early 1980s. quality management came down to quality planning - and this was the prerogative of the quality service. At the same time, insufficient attention was paid to internal consumers - quality improvement plans were made without taking into account the needs within firms. This quality management process created problems rather than plans.

For the 1980s. characterized by a massive on-the-job training campaign as a way to improve quality and detect defects. Suppliers have also made efforts to train their staff on quality.

In the USA, the problem of quality has become more clearly understood. American industry has the resources, capacity, ambition and well-paid senior management. Huge investments in new technology and new product development, as well as new relationships between workers and management based on a common interest in improving product quality and performance, create the preconditions for a new technological revolution in the United States.

US specialists have high hopes for improving quality management, which should mean, in their opinion, a radical restructuring of management consciousness, a complete revision of corporate culture and the constant mobilization of forces at all levels of the organization to find ways to continuously improve the quality of American products.

New trends in the United States were most resisted by middle managers. For many of them, management policies based on a qualitative approach seemed to be a threat to their authority and even their position. Production workers, as a rule, are ready to take responsibility for the quality of their work.

The core of the quality revolution is customer satisfaction. Each worker on the assembly line is a consumer of the production of the previous one, so the task of each worker is to ensure that the quality of his work satisfies the subsequent worker.

Attention from the legislative and executive authorities to issues of improving the quality of national products is a new phenomenon in the economic development of the country. One of the main objectives of the national campaign for improving quality is to achieve the implementation of the slogan “Quality first!” Under this slogan, quality months are held annually, initiated by the American Society for Quality Control (ASQC), the country's leading scientific and technical society, founded in 1946 and currently numbering 53 thousand collective and individual members.

The US Congress established the National Malcolm Baldrige Awards for Excellence in Product Quality, which have been awarded annually to the top three firms since 1987. The awards are presented by the President of the United States on the second Thursday of November, celebrated as World Quality Day.

Analyzing the American experience in the field of quality, the following characteristic features can be noted:

Strict quality control of products using mathematical statistics methods;

Attention to the process of production planning in terms of volume and quality indicators, administrative control over the implementation of plans;

Improving the management of the company as a whole.

The measures taken in the United States aimed at constantly improving the quality of products immediately had an impact on eliminating the gap in the level of quality between Japan and the United States, which intensified competition in the world market, which is turning into a single, global market.

In Japan in the field of UKP Forms and methods have been developed that differ significantly from those used in the USA and Western European countries. Their features are the mutual responsibility of the company and suppliers for the production of quality products, long-term quality planning, information exchange, training in the field of management control, standardization, the use of computer technology, certification with the assignment of a quality mark.

In the late 40s - early 50s. Japanese specialists, having been trained by authoritative American scientists on quality management E. Deming and J. Juran, began to successfully apply this knowledge in Japanese industry.

Control charts were actively used to control the technological process. Royalties from Deming's book of lectures were used to establish awards in his name. Deming Gold Medals have been awarded since 1951 to individuals and businesses. All this has created an atmosphere in which quality management is seen as a management tool. Leading Japanese companies have implemented an integrated approach and principles of systemic quality management with the greatest completeness and consistency. The experience of such companies is carefully studied, analyzed, and attempts are made to borrow it in the USA and Western European countries.

It is believed that the Japanese approach to quality management has a number of distinctive features, but a comparative analysis shows that the theoretical principles are universal in nature and in this sense they are international. The quality management systems of those progressive foreign companies where these concepts have found the most complete and correct practical implementation are similar in nature, and the mechanism for introducing and developing systems is also universal in nature.

The distinctive elements of the Japanese approach to quality management are:

1) focus on continuous improvement of processes and labor results in all departments;

2) focus on process quality control rather than product quality;

3) focus on preventing the possibility of defects;

4) thorough research and analysis of emerging problems according to the principle of ascending flow, i.e. from the subsequent operation to the previous one;

5) cultivation of the principle: “Your consumer is the performer of the next production operation”;

6) full assignment of responsibility for the quality of labor results to the direct executor;

7) active use of the human factor, development of the creative potential of workers and employees, cultivation of morality: “A normal person is ashamed to “work poorly”.”

The main concept of the “Japanese miracle” is perfect technology, including production, management and service technology. Companies are widely introducing computer and microprocessor technology, the latest materials, computer-aided design systems, and statistical methods that are fully computerized are widely used.

A characteristic feature of the development of a quality management system in recent years is that it includes a communication system with the consumer and a communication system with suppliers.

Firm managers see ways to solve the problem of further improving quality only in cooperation and mutual trust of suppliers, manufacturers and consumers. They see the main thing in the mandatory identification of the causes of inadequate quality, regardless of where they are found - at the supplier or the consumer, and the implementation of joint measures to eliminate the identified causes as soon as possible.

The practice of purposefully creating your own subcontracting network, which works with the customer on a long-term basis, deserves attention. Japanese firms managed to prove that even in conditions of free competition, such a principle turns out to be more effective than the annual competition of subcontractors practiced in the West.

Creating your own network of suppliers imposes serious obligations on the customer. They are associated with the organization of effective quality assurance subsystems at subcontracting enterprises by providing financial, technical and organizational assistance to them in establishing product quality control, modernizing production facilities, etc. For this purpose, special programs are being developed that involve studying the state of affairs of suppliers in the field of quality products, studying their production capabilities, training and education of personnel, development and implementation of other activities on which the quality of the supplied products depends.

If there are trusting relationships with suppliers, based on a joint search for ways to improve product quality, a transition to the trust system widespread in Japan is ensured, which provides significant savings in time and money required for incoming inspection of materials and parts coming from the supplier company.

Japanese experts believe that we need to start with facts and their analysis, and not with defending the logic of duties and responsibilities. We need joint efforts and collective decisions. The most important prerequisite for successful quality work is the preparation and training of personnel.

It has been repeatedly emphasized that the learning process should begin with senior management. It is more expedient to do this by engaging quality consultants. General information about quality activities given during the training process should be combined with specific techniques and recommendations. It is believed that it is better for each company to create its own training program, setting the necessary goals (increasing productivity, reducing the level of defects).

Leadership in the implementation and dissemination of the concept of integrated quality management should belong to the top management of the company. This rule becomes a single and universal basis for success.

In recent years, training has been carried out using the most modern methods. Programs for quality business games using personal computers have been developed. The student makes decisions himself and tries to create the best conditions for an imaginary enterprise to achieve high competitiveness of products.

Training of workers is carried out, as a rule, by their immediate supervisors - foremen, site managers. The training of foremen, site and workshop managers consists of a 6-day theoretical course and 4 months of practical activity.

At Nissan Motor, during the first 10 years of work, at least 500 days are allocated for off-the-job training. In the future, studies continue directly at work in the evenings and on weekends. The training process necessarily ends with certification, which is carried out periodically for all categories of workers, including managers. Certification is carried out by the heads of the relevant department with the involvement of specialists. The frequency of certification depending on the category of workers is once every 3 months, 6 months, once a year.

A number of specialists, in addition to the corporate exam, take a state exam. For example, at the Tabai Espek company, 75% of employees passed state certification of the Ministry of Labor. Training before state certification is paid. The company pays for the training. An employee who has passed state certification receives a salary increase.

Certification results are posted at workplaces. Certification is allowed up to three times. An employee who fails certification for the third time is considered professionally unsuitable for work in this workplace.

Training has a very important beneficial side effect: a change for the better in people’s personal attitudes towards quality work. It is believed that quality is determined 90% by education, consciousness and only 10% by knowledge. Training programs can only provide this 10 percent, but they provide an impetus for changing the attitude of employees towards quality, which in the future must be supported by constant efforts.

Much attention is paid to quality circles, the formation of which is voluntary. Research has shown that there is a direct correlation between circle attendance and activity at meetings on the degree of voluntariness, independence in choosing topics, and autonomy in resolving internal issues of the circle. Weekly meetings of circles are the only type of non-productive activity allowed during working hours. If the circles gather after work, the company pays compensation as for overtime. The slogans of quality circles are: “Quality determines the fate of the enterprise”; “What seems beautiful today will become obsolete tomorrow”; “Think about quality every minute.”

Workshop and factory conferences of quality circles are held regularly. Twice a year, quality circle conferences are held at the company-wide level. All-Japan congresses of representatives of quality circles are also held. A circle is considered officially recognized if it is registered by the Japanese Union of Scientists and Engineers (JUSE) and there was a notification about this in the journal “Foreman and Quality Control”.

At Japanese enterprises, a program for participation in quality assurance has been developed for personnel, called the “five zeros”. It is formulated in the form of short rules - commandments:

Do not create (conditions for the appearance of defects);

Do not transfer (defective products to the next stage);

Do not accept (defective products from the previous stage);

Do not change (technological modes);

Don't repeat (mistakes).

These rules are detailed for the stages of pre-production and production itself and are communicated to each employee.

Thus, we can highlight the main thing in relation to quality in Japan:

Widespread introduction of scientific developments in the field of management and technology;

High degree of computerization of all operations of management, analysis and production control;

Maximum use of human capabilities, for which measures are taken to stimulate creative activity (quality circles), instill patriotism for one’s company, and systematic and widespread training of personnel.

The concept of UKP in Western European companies As its chairman, Frank Nixon, expressed at the 4th annual conference of the European Society for Quality Control (ESQC): “The goal of industrial organization is to achieve the required quality at minimum cost. Required quality is defined as the quality necessary to ensure customer satisfaction by achieving a specified level of product reliability, i.e., its ability to serve its intended purpose.”

At the Siemens concern (Germany), quality assurance is understood as a system of all scientific, technical, organizational and economic means aimed at solving the general problem of ensuring high quality products. The quality assurance system at Siemens enterprises is structured in such a way that, in any case, quality criteria are established on the basis of comparable principles, starting from the processes of preparing the production of a product to dispatch to the consumer and maintenance.

In France, a system for organizing quality assurance has been developed, which includes the following requirements: the need to cover all types of operations affecting product quality (research and development, production, control, etc.), the need for only pre-defined operations. In most cases, the quality assurance system is built on the basis of the following four principles: high technical competence of personnel; availability of appropriate resources; the presence of internal systems in each specific department; mandatory availability of documentation relating to the goals and technical rules, forms and results of control, professional training and advanced training programs for personnel. These principles and practices apply mainly to large enterprises. The French Association for Quality Control and the regional Chamber of Commerce conducted an experiment at a number of enterprises aimed at introducing quality management in small and medium-sized enterprises.

During the 1980s. Throughout Europe there has been a movement towards high quality products and services and towards improvements in quality assurance itself. Quality systems based on the ISO 9000 series of standards were widely implemented. This resulted in a more consistent position on quality issues, more reliable supplies and more consistent levels of quality overall.

It is necessary to note the extensive and focused activity of Western European countries in preparation for the creation of a single European market, the development of uniform requirements and procedures that can ensure the effective exchange of goods and labor between countries.

An important place in this activity is occupied by special associations or organizations that coordinate throughout the region. In the process of preparing for the open pan-European market, proclaimed on January 1, 1993, common standards and common approaches to technological regulations were developed, national standards for quality systems created on the basis of ISO 9000 series standards were harmonized, and their European analogues were put into effect - EN series 29000. Great importance is attached to the certification of quality systems for compliance with these standards, the creation of an authoritative European certification body in accordance with the requirements of the EN 45000 series standards. These standards should become guarantors of high quality, protect millions of consumers from low-quality products, and stimulate manufacturers to new achievements in quality areas. For the normal functioning of the European market, supplied products must be certified by an independent organization. In addition to product certification, accreditation of testing laboratories and workers monitoring and assessing product quality is carried out. The most important aspect of their activity is monitoring the satisfaction of consumer requirements and resolving conflicts that occur between the manufacturer and supplier of products.

Firms are pursuing even more intensive policies to improve product quality, and processes are subject to stricter control.

Quality has become a factor in ensuring the competitiveness of European countries. To implement such a strategy it was necessary:

1) uniform legal requirements (directives);

2) uniform standards;

3) uniform processes for verifying that the company meets market requirements.

In 1985, a new concept for harmonization of standards was adopted, requirements for ensuring safety and reliability were introduced, but these requirements are advisory. At the same time, ensuring uniform requirements is of great importance. That is why Europe is guided by the fundamental standards ISO 9000 and EN 29000. Product marking with the CE mark has been introduced.

The European Coordination Council for Testing and Certification and the European Committee for the Assessment and Certification of Quality Systems were established. The committee includes certification organizations from the UK, Switzerland, Germany, Austria, Denmark, Sweden, France, Spain, Portugal, Greece, Holland, Belgium, Finland, Norway, Ireland and Italy.

The main objective of the work being carried out is to fully satisfy the needs of millions of consumers of the single European market at the lowest cost. The European market poses serious challenges for firms from other countries intending to enter it.

In order to withstand competition, the largest European companies join forces to select progressive forms and methods of product quality management, and associate their implementation with a guarantee of stable product quality. And it, as is known, includes stable technology, an appropriate system for maintaining the technological accuracy of equipment and accessories, metrological means of monitoring and testing products, and an effective personnel training system.

In September 1988, the presidents of 14 of the largest firms in Western Europe signed an agreement to create the European Foundation for Quality Management (EFQM), which, together with the European Organization for Quality (EOC), established the European Quality Award, awarded since 1992 to the best firms. Distinctive features of the European approach to solving quality problems are:

Legislative basis for carrying out all work related to quality assessment and confirmation;

Harmonization of the requirements of national standards, rules and certification procedures;

Creation of a regional infrastructure and network of national organizations authorized to carry out work on certification of products and quality systems, accreditation of laboratories, registration of quality specialists, etc.

A comparison of Western (USA and Europe) and Eastern (Japan) approaches to quality is shown in Table 1.2.

Table 1.2 - Comparison of approaches to quality

Typically, publications provide graphs of the dynamics of quality levels in Japan, Europe and the USA, based on the research of J. Juran, from which it follows that in 1975 there was a change in leadership in this area. The leaders in CP began to include countries that were famous in the recent past for low-quality products, were in an economic crisis, suffered from war, essentially did not have their own natural resources, but were seriously engaged in raising the country's economy and the living standards of the population based on the use of non-traditional methods of organizing CP. Quality turned into quantity - by 1985, Japan began to account for more than half of the goods sold in the world, such as cameras (84%), video cassette recorders (84%), watches (82%), calculators (77%), high-frequency kitchen stoves (71%), telephones (66%), motorcycles (55%), color televisions (53%), etc.

However, since 1991-1992. The leader in the field of quality, Japan, experienced an economic crisis, which led to a change in sales volumes and a decrease in the competitiveness of goods. Against this background, there was an alignment of quality levels between Japan, the USA and Europe.

The convergence of quality levels achieved by different countries of the world was the result of many reasons. One of the main ones is the creative exchange of best practices in quality improvement, the integration of all approaches and methods that humanity has mastered along the evolutionary path of developing the theory and practice of achieving high quality.

The unified approaches developed in this way, recognized by specialists from all countries, are now known as the principles of Total Quality Management (TQM).

TQM is a concept that provides for the comprehensive, targeted and well-coordinated application of quality management systems and methods in all areas of the enterprise: from research and development to after-sales service, with the participation of management and employees at all levels and with the rational use of technical capabilities.

The main goal of many companies in the world is to combine cost reduction with high, stable quality of products (services) and quick entry to the market. The approach to production management from the standpoint of total quality stimulates the optimal balance in the triad “quality - costs - time”.

The effectiveness of TQM depends on three key conditions:

1) the highest official at the enterprise vigorously advocates for improving quality;

2) investments are made not in equipment, but in people;

3) organizational structures are transformed or created specifically for total quality management.

1.3 Analysis of the state and development trends of the type of economic activity “Production of machinery and equipment” in the Republic of Belarus

Industry in Belarus is divided into mining, manufacturing and the production and distribution of electricity, gas and water. RUE "Gomel Casting and Normal Plant" belongs to the manufacturing industry, and if you look at the types of economic activities, then to the production of machinery and equipment.

...

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Despite all the assurances of American managers and the powerful wave of rhetoric in the press, quality has not become the primary concern of business in the United States. And not at all because the quality of managers of industrial firms in the United States is not disturbing. It’s worrying, but they don’t always even imagine how to approach solving this problem. The past five years have reportedly revealed the following key lessons that American businesses should learn from their failures in product quality:

1. Quality should become a daily, hourly, every minute concern of managers and workers at all levels and all departments of the enterprise, and not just specially selected personnel called upon to control the quality of the finished product.

2. From a production efficiency point of view, it is much more important to focus on improving and improving the production process in order to improve product quality, rather than strive only for simple cost reduction.

The main thing is not to worry about quality control of finished products, but to constantly improve the production processes on which this quality depends.

3. We must rely more on constant, even the smallest and insignificant at first glance, improvements in production, rather than waiting for major technological breakthroughs that can change everything at once.

4. We need to make our suppliers and subcontractors partners in the fight for quality, and not turn them into scapegoats for all sins and failures in this area.

5. The struggle for quality should be waged at all levels in the company.

Top management must share equally with the workers all responsibility for defects and defects.

6. Always remember that everyone provides services to and from

doing anything to anyone, everyone has their own consumer, and not

it is important whether this consumer is outside the company or at a neighboring workplace

than the place, it is important that he is always right.

As part of the new management thinking, various means and specific programs can be used in the fight for quality - from quality control circles to “just-in-time deliveries”. It doesn't matter what methods are used, what matters is how they are used and what meaning managers put into them.

It is important that in the struggle for quality all the principles of new management thinking are adhered to:

So that workers can actually participate in management and in solving production problems;

So that managers and specialists use, when assessing economic results and costs, exactly those indicators that are most important today for increasing production efficiency as a whole

(that is, the consumption of material and energy resources,

reduction of inventories, acceleration of equipment changeover

So that quality control circles are not just another campaign of managerial window dressing, but are logically complemented by radical changes in all elements of organization and production management - from new equipment layouts to new methods of remuneration and organizational structures.

Very useful from the point of view of understanding what conclusions can be drawn from the first lesson, how you need to competently build yourself. approach to solving quality improvement problems is. experience of the Xerox Corporation. The program, called “Leadership through Quality,” began in 1979 and was carried out in three phases.

At the first stage, the company's competitiveness and its position in the market were carefully analyzed. The firm's products, its ability to provide services to consumers, and its production methods were all compared with the practices of its major competitors. Today, every company enterprise, every division knows where they stand relative to their main competitors, relative to world-class enterprises. Based on this kind of analysis, the company's goals to strengthen its competitiveness became clear: excellence in product quality, product reliability, compliance with the most unusual consumer needs - and all this at low production costs. All this, in turn, required intensification in the study of consumer requests instead of tightening control over the compliance of products with technical specifications and standards.

At the second stage, Xerox, along with investments in production automation and personnel training, began to involve workers in management." This required appropriate preparation and training of managers. The science of delegating authority and responsibility, the science of managing peers within the framework of problem areas, is extremely difficult for them. creative groups.

At the third stage, the chairman of the board of the corporation, D. Kearns, and another 25 senior managers gathered to develop specific ways to improve quality, the principles on which the corporation's policy in this area was based, the methods of Deming, Juran, Crosby, as well as experience leading companies producing duplicating equipment. For 1981 and 1982 build quality increased by 63%, product reliability by 20%, and overhead costs decreased by 20%. As a result, Xerox regained 10% of the previously lost market. However, the most important thing was not the technical methods of improving quality (from methods of quality control and management to the technical re-equipment of enterprises), but the transformation of quality improvement into an integral part of the corporation’s economic strategy aimed at increasing its market share.

The second lesson showed that quality is ensured by constantly simplifying and improving the production process, and not by increasing control over product output.

America has already become the largest center for reworking and eliminating defective products in the world. . In many industries, operations to eliminate defects, check and inspect products, record the number of failures, and so on, occupy from 15 to 40% of production capacity and account for 20 to 40% of the total sales value. And all this is not counting the costs of warranty service, repairs, etc. After all, usually manufacturers do not hear 96% of complaints from consumers of their products. Today, the most important technical technique for improving quality has become the system of organizing deliveries based on the “just in time” principle.

However, many American managers who adhere to traditional approaches to organizing production perceive this system too simplistic. Its main idea is simple: materials, components and parts should arrive at the production sites where they are needed, exactly at the time when they are needed, instead of storing them in workshops or warehouses of the enterprise.

Materials and components must be delivered to the potential consumer (whether it is an enterprise or an individual cell) immediately before they are launched into subsequent technological processing, assembly, and so on, at the consumer’s first request. But managers with outdated thinking are not able to understand that delivering on time, at the first request of the consumer or customer, is already the result of measures to improve quality, to improve the production process in the direction of finding ways to eliminate any losses (time, materials, labor) . Hundreds of American companies today have adopted the Just-in-Time philosophy, from Campbell (food processing) and Warner Lambert (pharmaceuticals) to Motorola, Intel (semiconductors) and Harley-Davidson (motorcycles). ). The results can be impressive. At Harley-Davidson alone, this system made it possible to free up $22 million in working capital that had previously been permanently frozen in inventories at just one enterprise. Not to mention the fact that just-in-time delivery can dramatically reduce equipment changeover time.

Just-in-time deliveries also eliminate administrative costs, expenses for personnel involved in organizing the wife’s sleep, maintaining warehouse facilities and related accounting.

There are other benefits of this system that are of particular importance in the context of the new production cost structure. This is the detection of defects and malfunctions already during the production process, and not searching for them in finished products, the immediate detection and elimination of production problems, and the low level of inventories sharply reduces financial problems, especially with the working capital of enterprises during bad economic conditions and a drop in demand for products companies.

The fears of old-minded leaders about this system are also understandable. They are afraid of losing peace of mind and guaranteed supply in conditions of high economic conditions, they are afraid of disruptions in the production regime, the schedule for shipping products to their consumers, especially when it comes to subcontractors or consumers located many hundreds of kilometers from their enterprises. But Japanese firms also faced these problems, in addition, they have suppliers located outside of Japan, while most American industrial firms have subcontractors inside the United States. Indeed, Toyota plants once stopped due to the fact that trucks with components and materials were unable to reach them on time due to traffic jams in the city. But with proper organization of production and management, such cases are rare, and most importantly, the costs caused by such unforeseen circumstances are much less than the accumulation of stocks in warehouses for everything cases of life.

Today, improving the product quality management system at any enterprise is the key to its successful development and the basis for the competitiveness of manufactured goods or services provided. With the development of reforms in the field of market relations in the countries of Eastern Europe and the former Soviet Union, problems began to arise with certification of product quality and its competitiveness in the international market. Moreover, at that time there was a sharp decline in domestic demand, which significantly complicated the already not very strong position of Russian enterprises. As a result, domestic manufacturers were forced to fight with competitors from far abroad in two directions at once - in their own country, fighting for the attention of domestic consumers, and in world markets, trying to find a free niche and the opportunity to sell their products. But the situation was complicated by the fact that the quality of the products offered was insufficient to successfully compete with Western manufacturers.

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Competitiveness and high quality are potential and real opportunities for enterprises to produce and sell goods (in existing conditions) that, in terms of price and quality characteristics, would be more attractive to consumers than those of their competitors.

Obviously, the main criterion here is quality. Hence, improvement of the product quality management system should be at the forefront of any enterprise, and all efforts must be concentrated on this. Quality improvement is the improvement of the characteristics and properties of products or services that allow them to fully satisfy certain needs. At the same time, a mandatory condition for improving the quality management system is a comprehensive and constant analysis of the economic conditions of market relations, as well as the laws of the enterprise regarding the competitiveness of products.

Thus, improving the quality management system of manufactured products or services provided is a constant management activity of an organization aimed at improving the technical level of goods, the quality of their manufacture, improving production elements, as well as the quality management system itself. In conditions of fierce competition, every enterprise is interested in ensuring that the results obtained in the field of quality significantly exceed the initially established requirements. Therefore, ensuring optimal functionality of the QMS is the key to product competitiveness.

General guidance to ensure acceptable quality involves strategic management, which includes:

• quality objectives, policies and responsibilities;
• event planning and quality system management;
• ensuring the highest possible quality and improving the overall management system.

Improving the product quality management system involves carrying out all previously planned and systematically carried out activities, as well as quality assurance activities (if necessary), to assure the end consumer that the manufacturer will fully comply with quality requirements.

The ultimate goal of improvement is to maximize profits by increasing the competitiveness of products and services, entering new markets, and, quite naturally, strengthening the company’s position. Simply put, improving the financial position of any enterprise can be achieved if you seriously engage in improving the quality of goods (after all, as quality increases, its cost also increases), implement a policy of saving resources, and expand programs for the production of competitive goods. It should be noted that any actions aimed at improving these types of activities will undoubtedly affect the increase in profits and strengthening of the financial position of the manufacturing company.

• Improving the product quality management system will increase its competitiveness
• The quality management system in construction should be based on the requirements of standards

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Plan

Introduction

Product quality, indicators and methods for assessing its level

1 Product quality: basic concepts, terms and definitions

2 Classification of product quality indicators

3 Methods for assessing the level of product quality

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

1 Characteristics of the enterprise’s activities

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

3 Assessment of product quality of OJSC Omskshina

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

1 Foreign and domestic experience in product quality management

2 Ways to improve product quality at an enterprise

Conclusion

List of used literature

Introduction

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

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

Quality requirements are determined by international standards ISO 9000.

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

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

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

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

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

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

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

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

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

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

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

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

analyze and evaluate the quality of products of OJSC Omskshina;

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

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

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

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

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

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

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

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

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

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

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

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

.1 Product quality: basic concepts, terms and definitions

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The output is the result of transforming the inputs.

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

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

Rice. 1 - General scheme of the process approach

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

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

Non-compliance is failure to comply with a requirement.

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

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

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

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

Documented procedure? a defined way of carrying out an activity or process that is developed, documented, implemented and maintained.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

System? a set of interconnected and interacting elements.

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

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

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

The QMS is part of an organization's management system aimed at meeting the needs, expectations and requirements of interested parties to achieve results in accordance with quality objectives. Quality objectives complement other organizational objectives related to development, financing, profitability, environment, health and safety. The various parts of an organization's management system can be integrated together with the quality management system into a single management system using common elements. This can facilitate planning, resource allocation, setting additional goals, and assessing the overall performance of the organization. An organization's management system can be assessed against the organization's own requirements. It can also be audited for compliance with international standards such as ISO 9001 and ISO 14001. These audits can be carried out separately or jointly.

1.2 Classification of product quality indicators

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

Table 1 presents the classification of product quality indicators.

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

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

Table 1 - Classification of product quality indicators

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

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

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

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

Costs of creating a technical device in year t;

Costs of operating a technical device in year t;

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

T - billing period.

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

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

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

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

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

Durability is the property of a product to remain operational until a limiting state occurs with an established system of maintenance and repairs. Single indicators of durability are the average resource, the average service life.

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

hygienic;

anthropometric;

physiological;

psychological.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1.3 Methods for assessing the level of product quality

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

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

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

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

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

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

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

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

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

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

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

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

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

where Pi is the numerical value of the i -th quality indicator of the evaluated product;

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

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

where is the standard value of the i-th indicator.

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

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

If the necessary information is available, the main indicator is determined and its functional dependence on the initial indicators is established.

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

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

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

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

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

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

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

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

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

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

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

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

Determined by the formula:

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

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

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

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

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

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

where P is the price of the product;

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

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

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

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

Price of basic products, den. units;

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

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

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

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

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

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

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

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

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

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

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

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

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

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

The general quality indicator can be calculated using formula 13:

where Kk is the quality factor;

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

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

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

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

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

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

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

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

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

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

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

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

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

types of samples produced;

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

documents provided for acceptance;

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

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

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

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

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

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

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

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

.1 Characteristics of the enterprise’s activities

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

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

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

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

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

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

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

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

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

The Republic of Tatarstan and the Russian Federation are not a complete list of areas of social policy implemented by the Company.

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

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

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

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

The mission of OJSC Omskshina is to provide the market with high-quality tires that meet the requirements and expectations of consumers, delivering with a high degree of reliability to enterprises of the Russian automobile industry and for export.

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

Strategic objectives of the Company until 2012:

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

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

ensuring the financial stability and economic stability of the Company;

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

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

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

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

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

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

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

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

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

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

Part of the state package was distributed among residents.

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

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

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

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

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

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

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

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

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

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

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

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

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

Protection of shareholders' rights.

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

Mutual trust and respect.

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

Openness when making corporate decisions.

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

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

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

Following business ethics standards.

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

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

Rice. 3 - Management structure of OJSC Omskshina

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

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

To organize professional training, retraining and advanced training of personnel, the Company has created a training center. The list of professions for training and retraining of workers at OJSC Omskshina includes 88 professions.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

containment layer production line;

device for making rubber bands;

assembly unit 248S;

line for applying the filling cord.

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

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

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

targeted replacement of equipment;

in the development of information and energy-saving technologies;

in labor protection and environmental facilities.

2.2 OJSC Omskshina quality policy

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

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

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

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

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

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

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

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

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

Activities to ensure industrial safety and labor protection at OJSC Omskshina are carried out in accordance with current legislation and internal regulatory documents. OJSC Omskshina has developed, implemented, maintains and constantly improves an effective industrial safety system. The overall organization and control of the industrial safety management system is entrusted to the Production Control Commission.

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

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

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

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

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

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

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

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

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

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

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

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

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

The following satisfaction indicators have improved:

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

The average satisfaction rating was:

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

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

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

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

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

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

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

Through the dealer network:

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

For enterprises conducting operational testing of tires:

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

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

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

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

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

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

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

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

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

2.3 Assessment of product quality of OJSC Omskshina

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

OJSC Omskshina's loss of its position in the foreign market is most likely due to fierce competition from global tire manufacturers and a decrease in the company's competitive advantage.

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

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

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

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

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

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

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

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

products quality system approach

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

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

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

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

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

The calculation is made using the formulas:

Gross output

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

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

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

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

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

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

Table 11 - Final marriage by month for 2006-2008

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

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

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

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

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

Table 12 - Repair defects by month for 2006-2008

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Quality goals for 2007 have been achieved.

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

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

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

.1 Foreign and domestic experience in product quality management

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

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

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

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

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

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

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

Global experience in product quality management has shown that it is impossible to ensure stable quality of a product unless the quality of the starting materials is stable. Therefore, there is a tendency towards increasingly close interaction between the manufacturer of products and suppliers of raw materials, materials, and components. This occurs in both developed and developing countries, although in different forms. It is no coincidence that the international standard offers a procedure for selecting a supplier as an element of the quality assurance system.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

quality control of products using mathematical statistics methods;

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

improvement of company management.

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

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

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

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

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

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

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

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

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

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

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

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

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

In this system, emphasis was placed on increasing the reliability of products by strengthening the technical training of the design bureau and production technologists, who accounted for 60 - 85% of defects detected in operation. Prototypes of units, parts, systems and the product as a whole were created and their research tests were carried out. Pilot production, standardization and unification, and general technical systems of standards, such as the Unified System of Design Documentation (USD), and the Unified System of Technological Preparation of Production (USTPP), have received significant development.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

delivery of products to consumers on time;

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

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

3.2 Ways to improve product quality at the enterprise

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

At the present stage, methods of quality economics are very diverse and include the following main areas:

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

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

concept of quality loss cost management;

formation of a cost management concept within processes.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

incoming quality control of purchased materials has been tightened; OJSC Omskshina gives preference to suppliers who have a certified quality management system;

operational control has been strengthened at all stages of production.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Conclusion

To summarize, the following conclusions must be drawn:

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

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

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

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

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

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

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

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

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

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

Products are delivered to consumers on time;

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

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

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

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

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

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

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

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

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

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

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

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

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

Quality goals for 2007 have been achieved.

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

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

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

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

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

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

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

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

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

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

ensuring staff interest and motivation for quality work;

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

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

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

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