ENTERPRISES

FOOD

INDUSTRY

Agriculture

PRODUCTION

RAW

TRANSPORTATION

ENTERPRISES

PRIMARY

PROCESSING

STORAGE

TRANSPORTATION

ENTERPRISES

TRADE

EXPORT

THIRD

COUNTRY

IMPORT

FROM THE THIRD

COUNTRIES

RAW MATERIALS FOR

PRODUCTION

COMPOUND FEED

ENTERPRISES

PUBLIC

FOOD

CONSUMERS

TRANSPORTATION

Figure 3.1 – Food safety traceability scheme

The introduction of the Traceability System will make this path “transparent” and prevent food products hazardous to human health from entering the market.

The creation of deeply integrated food supply chains, including high-value products increasingly sought after by consumers of all income levels, is an important component of the overall changes in the marketing of agro-industrial products and is considered in the context of the concept of lean production. One of the main provisions of lean manufacturing is the need for transparent business and information flows.

Information exchange should take place at all stages of the food chain, and at each subsequent stage information is needed to identify and control hazards that affect the safety of the finished product. The exchange of information between users and suppliers regarding identified hazards and their control measures allows clarification of the requirements of consumers and suppliers (for example, to assess their feasibility, as well as to determine the impact of identified hazards and control measures for the production of end products).

This approach to the problem of quality management makes it possible to develop the theory of food quality management, since it considers the process of quality formation in its entirety, from the production of raw materials to the sale of finished products to the consumer, and is based on the creation of information technologies in continuous unity using analytical tools and modern achievements of applied mathematics. In addition, it is based on the principles of expediency and continuity.

Thus, quality management issues require improvement and development, especially in terms of its phased formation:

1) the foundations of the applied theory of ensuring food security in Russia;

2) food quality and safety management,

3) quality and safety management of raw materials;

4) quality management of production processes;

5) service quality management;

6) development of new, improvement of the quality of existing products.

The need to consider these sections is due to the peculiarity of food production. Dedicated centers (foci) for the formation of consumer requirements for the quality of raw materials, production processes and services made it possible to develop a methodology at each stage of the product, from its development to its sale to the consumer. This implies that if the finished product is produced taking into account the requirements of the consumer, then it will be competitive.

The sequence and interconnection of the proposed sections of the theory of quality management is based on a systematic approach and is considered as a system task of a hierarchical type. To solve it, a quality system has been created that unites producers of agricultural raw materials, processors, manufacturers of food products and public catering services (Fig. 3.2), which will make it possible to trace the quality of products produced within the quality system and guarantee it when sold to the consumer.

Figure 3.2 - Multilevel, hierarchical product quality management system

Shown in Fig. 3.2 a multi-level system is a fundamentally new formation, in comparison with its individual elements or their sum.

At the same time, each hierarchical level introduces its own concept of a system corresponding to the level of consideration. This causes the predetermination of the systemic nature of the elements and the impossibility of knowing them outside the system, without taking into account the interconnections and interdependencies. The structure of the system, the chains of direct and feedback existing in it, predetermine the behavior of the system and possible problems in the process of functioning. The principle of system dynamics in this work is manifested in the formation of causal chains of prerequisites for obtaining low-quality products, which are caused by interdependent factors, including intra-system ones, and are considered sequentially “from field to counter”.

Systems theory, a classification methodology based on decomposition, and a cause-and-effect approach in food quality management were chosen as the basic theory in the formation of a multi-level system assessment procedure.

So, in order to successfully develop and fill the relevant market niches, CJSC "Mordovskiy bakon" of the Republic of Mordovia, in our opinion, needs to actively develop in the direction of improving the product quality control system.

The quality of agricultural products is a combination of biological and consumer properties of a product that has the ability to satisfy the individual needs of the consumer. World experience convinces us that it is in a market economy and intense competition that quality becomes the basis for the survival of commodity producers, a criterion for assessing the effectiveness of their economic activities.

Ensuring the competitiveness of the enterprise is achieved through compliance with the fundamental principles of the market system and the reasonable use of factors affecting the efficiency and competitiveness of production.

The main principles of the competitiveness of the enterprise include: the principles of the superiority of the quality of goods on the market; principles of product dominance in the market; principles of minimization of labor costs and material and monetary resources per unit of marketable output; principle of economic benefit.

The main market factors that enhance the competitiveness of certain types of agricultural products, raw materials and food are: the creation of market infrastructure; reduction in the number of intermediaries in the system of product sales and the transition mainly to cooperative forms of organization of trade and procurement activities; increase in investments in the sphere of product processing in order to expand its range and quality to meet the demand of consumers CJSC "Mordovskiy bakon" must clearly define the strategy of its competitive behavior in the relevant commodity market. To do this, the company must find its competitive advantage, which will create for it a certain superiority in comparison with competing enterprises. The most important measures to improve the quality of products in the "Mordovsky bacon" should be included in the plans of organizational and technical measures of the enterprise (table 3.1).

Table 3.1 - Measures to improve the quality of products for 2013 - 2014

Evaluation of the effectiveness of the proposed activities

In a competitive marketplace and limited resources, businesses are forced to make strategic choices in favor of developing a set of key product features, each of which plays a specific role in the process of unique contact with the consumer. Creating a unique contact with the consumer is impossible without the integration of management processes covering all stages of interaction with the consumer.

For the qualitative approval of the strategic positions of the enterprises included in the quality system, they must combine their key capabilities into a common process for managing the flow of consumers. At the same time, any enterprise that is part of the overall quality system fulfills its role and consistently transfers the consumer to the next stage of interaction. This approach allows:

1) combine the development of a consumer offer and issues of internal organization, eliminate gaps at individual stages of production;

2) to ensure the coordination of the strategic activities of various enterprises, and as a result, the interdependence of the quality management strategy.

This approach to strategy development takes into account the dynamics of the relationship between the enterprise and the consumer. It increases the ability to analyze the consumer flows of the enterprise and its main competitors, which makes it possible to compare the performance of both individual sections in this enterprise and with its competitors, identify bottlenecks and opportunities for growth. The strategic resource of the enterprise, which is not available to competitors, is determined, work is systematized in the strategic directions of the development of the enterprise. Long-term indicators of quality and services are modeled and predicted.

If all the planned activities outlined in clause 3.1 are carried out conscientiously and on time, then it is possible to achieve a reduction in product defects (manufacturing defects can be reduced by 5%, and forwarding defects by 7%).

If in 2013 manufacturing defects amounted to 3278.7 kg, then after the event, manufacturing defects can be reduced by 5% and at the end of 2014 it will decrease by 163.9 kg and amount to 3114.8 kg; Expeditionary waste may decrease by 243.3 kg and amount to 3231.9 kg at the end of 2013. The total reduction of marriage (production and forwarding) will be 407.2 kg.

In terms of the enterprise, an increase in output by 10%. And at the end of 2013 - mid-2014, the output should amount to 4778.4 tons, taking into account the decrease in marriage.

If last year the proceeds from the sale of products amounted to 413,150.9 thousand rubles. with an output of 4,344 tons, it can be assumed that with an output of 4,778.8 tons, the proceeds may amount to 454,510.3 thousand rubles. Having made calculations, we can assume that revenue will increase by 4135.4 thousand rubles.

Conclusion

Quality is a multifaceted concept, its provision requires combining the creative potential and practical experience of many specialists. The problem of improving the quality can be solved only with the joint efforts of the state, federal authorities, managers and members of the labor collectives of enterprises. An important role in solving this problem is played by consumers who dictate their requirements and requests to producers of goods and services.

Improving the quality of agricultural products is the most important direction for the intensive development of the economy, a source of economic growth, and the efficiency of agro-industrial production. Under these conditions, the importance of integrated management of product quality and production efficiency increases.

The economic quality of agricultural products is a set of product properties that have utility, which are a manifestation of social use value and are interconnected with the level of socially necessary costs to achieve them.

In the context of the transition of agricultural production to market relations, the most important problem for improving the quality of products is the problem of improving the quality of work associated with the efficient use of human labor and means of production.

The formation and provision of high quality products in the agro-industrial complex have a number of features arising from the specifics of the complex. These, first of all, include the need to: ensure the parametric properties of the final product that meet the requirements of safety and health, the quality of food products, their nutritional value, adaptation to the seasonal nature of the production of the main sectors of the agro-industrial complex, the increased influence of the time factor on the implementation of production cycles, processing and sales of products; taking into account the localization of agro-industrial production in certain geographical zones and microzones with different natural conditions; taking into account the effect of slowing down production and often uncontrollable factors (droughts, floods, epidemics, invasion of plant pests, etc.).

The quality of agricultural products functionally depends on both the production of products and their storage and processing. Firstly, the creation of favorable conditions for growing plants and animals, the good work of agricultural enterprises contribute to obtaining high-quality products. Secondly, quality is determined by enterprises and organizations that provide procurement, transportation, storage, processing and sale of products to consumers. All stages of the production process are closely connected.

To improve the quality of goods in the industry, a system of measures is needed:

Establishment of labor and product quality management bodies; forecasting and quality planning;

Development of regulations and on-farm standards; the use of scientific achievements and best practices that ensure quality improvement;

Training of qualified personnel;

Regular assessment and quality control of labor and products; material and moral incentives for employees of the enterprise for improving the quality of work and products.

The course work substantiates the concept of increasing the competitiveness of domestic food products, based on the creation of a traceability system, multi-level design of the quality function.

In recent years, the business world has become extremely complex, has become incredibly volatile, the level of competition has increased, the situation as a whole has become unpredictable, rapidly changing. For the survival and development of enterprises in real conditions, they need to adapt to dynamically changing environmental conditions. To do this, every entrepreneur, every company must have its own economic strategy, find the main link to win in the fierce competition. Without a "strategic vision" of the future, without the search for long-term competitive advantages, it is impossible to achieve the effective functioning of a business.

One of the most important factors in the growth of production efficiency is the improvement in the quality of products or services provided. Product quality is the main condition for "survival" and the key to success in the market in a highly competitive environment. The concept of quality is constantly changing. The quality that satisfied the consumer a year ago may no longer meet its requirements this year. Therefore, every leader must monitor the situation in the world, keep abreast of all events, anticipate the tastes, opinions and demands of people. The rapidly changing preferences and tastes of people are forcing manufacturers to look for new ways to create a better product or service. Improving a product or service involves introducing any innovations, transformations, eliminating defects, thereby improving the quality of the previous product, the manufacturer receives a competitive product that meets the new market conditions. Improving the quality of manufactured products is currently regarded as a decisive condition for its competitiveness in the domestic and foreign markets. The competitiveness of products largely determines the prestige of the country and is a decisive factor in increasing its national wealth.

Therefore, in order for the products to be competitive, constant, purposeful, painstaking work of producers to improve quality, systematic quality control is necessary, in other words, we can say that any enterprise that wants to strengthen its position in fierce competition and maximize its profits should pay great attention to the quality management process. All of the above determines the relevance of studying the topic "quality management at the enterprise" in modern conditions.

1. The quality of the enterprise's products and its significance in the modern economy

1.1 The concept and indicators of product quality

In the modern world, the survival of any company, its stable position in the market of goods and services is determined by the level of competitiveness. In turn, competitiveness is associated with two indicators - the price level and the level of product quality. Moreover, the second factor gradually comes to the fore.

Product quality is a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.

Each buyer purchases the product that best satisfies his personal needs. In general, buyers purchase the product that more fully meets social needs than others. Therefore, the degree of customer satisfaction with a product also consists of a set of opinions of individual customers and is formed even before it appears on the market, at any stage of the product's life cycle until the moment of disposal. With the development of scientific and technological progress and the needs of society, new requirements are being formed, and high-quality products become of insufficient quality. The set of product properties may be the same (i.e., the quality has not changed), but for the consumer this product may be unacceptable.

A product property is an objective feature of a product that can manifest itself during creation, operation or consumption.

Products have many different properties that must be taken into account when developing, manufacturing, storing, transporting, operating or consuming. Properties can be simple or complex. The simple ones include mass, capacity, speed, etc. The complex ones include the reliability of technical means, the reliability of the device, the maintainability of the machine, and others.

A quantitative characteristic of one or more product properties that make up its quality, considered in relation to certain conditions of its creation, operation or consumption, is called an indicator of product quality.

According to the way of expression, product indicators can be natural (meters, kilometers), relative (percentages, coefficients, points, indices), as well as cost.

According to the stage of determination - predicted, design, normative, actual.

According to the characterized properties, the following groups of indicators are used:

Purpose indicators characterize the beneficial effect of using the product for its intended purpose and serve the scope of the product.

Reliability indicators - non-failure operation, storability, maintainability, as well as product durability.

Manufacturability indicators characterize the effectiveness of design and technological solutions to ensure high labor productivity in the manufacture and repair of products. It is with the help of manufacturability that the mass production of products is achieved, the rational distribution of the costs of materials, funds, labor and time during the technological preparation of production, manufacture and operation of products.

Indicators of standardization and unification are the saturation of products with standards, unified and original components, as well as the level of unification compared to other products.

Ergonomic indicators reflect the interaction of a person with a product and a complex of hygienic, anthropometric, physiological and psychological properties of a person that manifest themselves when using the product.

Aesthetic indicators characterize the informational expressiveness, the rationality of the form, the integrity of the composition, the perfection of execution and the stability of the presentation of the product.

Transportability indicators express the suitability of products for transportation.

Patent-legal indicators characterize patent protection and patent purity of products and are an essential factor in determining competitiveness.

Environmental indicators are the level of harmful effects on the environment that occur during the operation or consumption of products, for example, the content of harmful impurities, the likelihood of emissions of harmful particles, gases, radiation during storage, transportation and operation of products.

Safety indicators characterize the features of products for the safety of the buyer and service personnel, i.e. ensure safety during installation, repair, consumption of products.

The combination of these indicators forms the quality of products. But in addition to all these indicators, the price of the product is also important. The question of economically optimal quality is connected with the price. When purchasing a product, the buyer always compares whether the price of the product compensates for the set of properties that it possesses.

Economically optimal quality is understood as the ratio of quality and costs, or the price of a unit of quality, which can be expressed by the formula:

K opt - economically optimal quality;

Q - product quality;

C - the cost of purchasing and operating the product.

The main task of each enterprise is the quality of its products and services. The successful operation of the enterprise must be ensured by the production of products or services that meet the following requirements:

Meet a clearly defined need, scope or purpose;

Satisfy the requirements of the consumer;

Comply with applicable standards and specifications;

Comply with current legislation;

Offered to the consumer at competitive prices;

Aimed at making a profit;

Improving the quality of products is of great importance for the enterprise - manufacturer, consumer and the national economy as a whole. The release of high-quality products contributes to an increase in sales volumes and return on capital, an increase in the prestige of the company. The consumption of products of improved quality and greater consumer value reduces the unit cost of users and provides a more complete satisfaction of needs. The national economy from high-quality products has a number of advantages: an increase in the export potential and the income side of the country's balance of payments, an increase in the living standards of the population and the authority of the state in the world community.

The consequences of an insufficient level of product quality are as follows:

1. Economic:

Loss of material and labor resources spent on the manufacture, transportation and storage of products that failed earlier than the planned physical wear and tear.

Additional costs for equipment repairs.

Loss of natural resources as a result of the use of low quality machines used to extract these resources.

Additional costs of material and labor resources for the implementation of a multi-link and multi-stage system of technical quality control bodies.

2. Social:

Shortage of domestic products.

Falling prestige of products manufactured at national enterprises.

Insufficient satisfaction of the needs of the production, technical and personal plan.

Decreased growth in the welfare of the population.

Deterioration of the moral climate in the team.

Decrease in the company's profit.

3. Environmental:

Additional cleaning costs: air basin, water basin, land resources.

Loss of agricultural productivity due to poor air quality.

Additional costs for measures to improve the health of the population.

Accelerated depreciation and additional repair costs for civil buildings and vehicles due to poor air quality.

This implies the need for constant, purposeful, painstaking work of commodity producers to improve the quality of products in comparison with analogues of competitors. Everyone should be engaged in quality - from the director of the enterprise to the specific performer of any operation. All processes for ensuring, designing, maintaining quality are integrated into a quality management system.

The quality of the products is extremely varied. Here is just a brief overview of its content. It has a technical and physical essence, since the product contains a substance of nature, modified by human labor. As a result of production activities, products are given some technical properties related to their usefulness and reliability. Quality has an economic component, since any product contains a certain amount of socially necessary labor. Products have a commodity form and are subject to economic exchange. Product quality has a social component, as it determines a significant part of the material world that satisfies social needs. It affects the sensory perception and education of people.

Various properties of products, making up its quality, for the most part are in conflict with each other. Almost always one has to observe that the improvement of one property or group of properties leads to the deterioration of another property or another group of properties.

Knowing the contradictory nature of quality, when creating products, they strive to improve certain properties of products without worsening others, looking for ways to ensure harmony, balance between properties. The harmonious combination of product properties is achieved by the best ratio between different properties and groups. Here it should be emphasized that achieving the optimal structure of product properties is one of the important and complex tasks of developing new products and quality management.

Quality management should be understood as the impact on the production process in order to ensure the required product quality, therefore, in order to effectively manage quality, we must clearly understand what impact technology is and what main factors product quality depends on, in order to know how and what to do in quality management.

Along with general system-wide principles, special principles for improving the quality of manufactured products at Imstalcon JSC should be considered. In accordance with the requirements of ISO 9000-2001, top managers should be guided by the following principles:

Customer Orientation: Organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations.

Leadership Leadership: Leaders provide unity of purpose and direction for the organization. They should create and maintain an internal environment in which employees can be fully involved in the organization's objectives.

Employee Involvement: Employees at all levels make up the work of the entire organization, and their full involvement enables the organization to capitalize on their abilities.

Process approach : the desired result is achieved more efficiently when activities and related resources are managed as a process.

According to ISO 9000-2001, a process is a set of interconnected and interrelated activities that transforms "inputs" and "outputs". In this case, the "inputs" to a particular process are the "outputs" of other processes.

Systems approach to management: representation of management as a system of interrelated processes, which provides a greater contribution to the effectiveness and efficiency of the organization in achieving its goals.

Constant goal: continuous improvement of the organization as a whole on the basis of quality.

Fact-based decision making: effective decisions are based on the analysis of objective evidence and information.

Mutually beneficial relationships with suppliers: An organization, its suppliers and partners are interdependent, so a relationship of mutual benefit and interest greatly enhances the ability of both parties to achieve their goals more effectively.

For an enterprise, the following indicators can be planned: quality level - the share of output of products of the highest quality category; types of certified products that are most important for meeting the needs of the population; characteristics of the manufacturing process of products - the percentage of delivery of products from the first presentation, the quality factor, the reduction in the percentage of defects, the number of complaints, the share of returning products for revision; operational characteristics - productivity, carrying capacity, speed, reliability, durability, product efficiency and more.

The most important tasks of planning to improve product quality are:

Achieving and exceeding the technical level and quality of the best domestic and foreign samples;

Timely replacement or removal from production of obsolete products;

Ensuring strict compliance with the requirements of standards, specifications and other regulatory documents;

Manufacture of the highest quality products; reducing the material consumption of products, increasing capital productivity;

Increasing the reliability and durability of manufactured products.

Planning for improving product quality can be prospective, the scope of work, which provides for several years, and current (for example, annual), which provides for the implementation, concretization and implementation of the tasks of the long-term plan. The annual plan is compiled by quarters and months, discussed at the scientific and technical council, agreed with the chief engineer and approved by the head of the enterprise.

Quality cannot be improved by introducing separate isolated measures, no matter how effective each of them may be. There is a need for a system of approach and quality management that would cover all stages of the product life cycle in the process of studying market requirements, at the stage of design and development, when choosing suppliers of raw materials, materials and components, at all stages of production, during implementation, during operation consumer and disposal after use. When developing approaches to creating the development of quality improvement measures, the basic principles and concepts were formulated, which were later used in the development of these quality improvement measures. Quality planning includes the activities of setting quality objectives and requirements and applying quality requirements. It covers the identification, classification and assessment of quality, the establishment of goals and the standardization of quality requirements for products and processes, the preparation of a quality program, the development of provisions for quality improvement, the preparation of the application of quality measures, including the scheduling of its commissioning and application. Quality activities include the methods and activities of an operational nature used to fulfill quality requirements. The main purpose of the subsystem is to identify each deviation from the established requirements for product quality and services, to determine decisions on the further use of products that have deviations or defects, to prevent the occurrence of repeated deviations or defects due to the modern development and implementation of corrective measures.

Operational-thematic planning is used to eliminate deviations from the current plan that have arisen or to urgently meet new requirements for product quality.

Operational and thematic plans are drawn up on the scale of the enterprise, workshop, department, agreed with the interested services and approved by the relevant managers.

The development of measures is based on the analysis of information and should include:

Corrective measures aimed at eliminating identified defects and non-conformities;

Preventive measures - to eliminate the causes of identified defects and inconsistencies in order to prevent their recurrence;

Preventive measures designed to eliminate the causes of potential defects in order to prevent their occurrence.

In accordance with the principles of quality assurance, these activities can be aimed at improving the material base, at activating the human factor or at improving management.

The development of measures begins with bringing quality information to the relevant departments, which analyze it, develop the necessary measures, coordinate them with other departments and submit them for approval to the management of the enterprise.

To improve the quality of steel truss manufacturing, it is proposed to develop and implement the following quality improvement measures at the JSC Imstalcon enterprise:

Creation of a clear system of incentives to improve the quality of products for all employees, attestation of jobs, which will improve the quality of work and eliminate jobs that do not meet modern working conditions;

Carrying out organizational measures aimed at improving production. These include a clear material and technical supply, proper planning, based on the capabilities of the plant, taking into account long-term development, the creation of sites operating on self-supporting basis with payment according to the final result;

Creation of favorable conditions for rationalization and inventive activity, the use of computers for production management;

Modernization of equipment, introduction of more advanced technological equipment based on integrated automation, which, in addition to high productivity, allows obtaining stable quality indicators, decommissioning completely obsolete equipment;

Development and implementation of new technologies related to saving raw materials, materials, energy resources, aimed at expanding the range of products;

Strict adherence to technological discipline based on technological instructions for the production of products, quality control of raw materials, semi-finished products, finished products, maintaining the stability of all technological parameters throughout the entire period of production;

Increasing the level of mechanization of production as a result of the mechanization of loading and unloading operations, the use of robotics and automation;

Increasing the role of the technological quality of raw materials, semi-finished products, finished products through the creation of express methods of control and the introduction of modern automatic means for measuring products in the flow during technological processing.

Creation of a base for the manufacture of equipment;

Introduction of advanced technologies;

Accounting for quality requirements in internal planning;

Systematic testing of equipment for technological accuracy;

Replacement of obsolete and modernization of existing equipment;

Systematic improvement of knowledge of workers, organization of periodic testing of knowledge;

Moral and economic incentives for high quality work;

Organization of defect-free manufacturing and delivery of products from the first presentation;

Introduction of statistical control methods;

All these methods listed above should help not only improve the quality of steel trusses produced, but also raise the overall level of the enterprise as a cost-effective and reliable partner in the steel structures market in the Republic of Kazakhstan at this stage of development of the engineering and technical market in various industries. JSC "Imstalcon" assumes responsibility for compliance with and achievement of the above activities.

Output

Mebelkomplekt LLC is a developing enterprise with its own unique style. Improving the quality of products contributes to the growth of production efficiency. In order to improve production efficiency in the furniture industry, a long service life of the furniture plays an important role. This enterprise has modern equipment, which allows them not only to easily accept a large volume of sales, but also to fulfill complex orders.

In the second chapter, an analysis was made of the activities of Mebelkomplekt LLC. To identify the strengths and weaknesses of the enterprise, a SWOT analysis was used. The analysis revealed the threats and opportunities of the plant. The main threat is untimely control.

When analyzing competitors, it turned out that Gloria Mebel uses other equipment that allows you to make various elements both on glass and on wood.

The decline in product quality is a collapse for all types of production. Applying the Ishikawa diagram revealed the following factors affecting product quality: Man, machine, methods, materials. Violations in the input and output control were revealed, which entails an analysis of the work of controllers.

In the third chapter, measures should be developed to improve the organization of quality control. Conduct job description analysis. Carry out activities aimed at improving the organization of quality control.

Implementation of the 5S system

The 5S system includes 5 basic principles:

• 1-Seiri - Sorting. Selection of useful and useless things in the employee's workflow. Getting rid of excess.
• 2-Seiton - Keeping order. Proper organization of storage of things, when the most necessary is always at hand.
• 3-Seiso - Keeping it clean. Keeping the workplace always clean and tidy.
• 4-Seiketsu - Standardization, which is an important condition for the fulfillment of each of the first three principles.
• 5-Shitsuke - Improvement. Developing the habit of fulfilling all the above principles and improving.

To improve quality control, one of the methods is precisely the 5S method, because if the order is in the head, at the workplace, everything is at hand and done on time, then the problems with production and with marriage are reduced.

I think it is advisable to introduce this method in the technical control department. For the implementation of this method, the responsible person is the quality director, the implementation period is three months. After each completed stage, the quality department should sum up, analyze the activities carried out, and identify positive aspects.

Method implementation algorithm:

Stage 1: This is the preparation of the project. Familiarization of all controllers and the head of the quality department with this method. We determine the leader and team for implementation and planning. Here are suggestions for implementation. In our case, we will consider the technical control department, where the quality director will be the leader, and the quality management department will be the team.

Lead time is one week. Responsible project leader.

Stage 2: Performing a workplace scan. To do this, we take photographs of the workplace for a given period of time, the group develops a system of indicators for the project and collects initial data on the documents and elements that I work with in the technical control department. We create an information stand.

Deadline 2 weeks. Responsible implementation team

Stage 3: We start with the first element of the sort method. In order for the workplace not to be littered with a bunch of useless things, you need to constantly sort the things at hand, because the process of doing work every day is the same, and nothing should interfere. To do this, we look at the desktop of controllers and the head of the department, give them red and yellow flags, and during the week they must use them for documentation and other elements in their workplace in order to identify which things they use more often and which less often. Yellow flag - frequent use, red - once a month.

Lead time is one week. Responsible implementation team.

Stage 4: Rational arrangement of things. One of the most important questions that the worker himself should approach, because every day he develops a skill, and he, as it were, takes the tool he needs on the "machine". A list of tools and a diagram of their location should be established at each workplace so that any employee can find the tool he needs. To do this, quality controllers and the head of the department, in a week, must provide the quality director with a list of elements with which they work and, based on the sorting that has already been done, arrange things by depicting all this in a layout diagram. After that, at each workplace, we install these schemes, put things in their places, and during the week we observe the convenience, comfort and efficiency of the location. So in a short time, we rid our workplace of unnecessary elements.

In order to check how effective our actions are, all workers can exchange their jobs for two days and observe it comfortably, easily and conveniently for each of the employees.

Deadline is two weeks. Responsible implementation team and people working in this department.

Stage 5: Cleaning with simultaneous inspection. At this stage, it is necessary to develop cleaning rules. For example, at the end of the work shift, all employees should be given 10-15 minutes to clean the workplace, both garbage and tools, which should be located according to the scheme located at each workplace.

Deadlines are one to two days. Responsible implementation team and workers in the area.

Stage 6: Standardization and information exchange. Standardization - is an important condition for the implementation of each of the first three principles. It is necessary to develop and implement standards that ensure the ideal condition. Management needs to consider cleanliness standards, which can be based on ISO 14644 Cleanrooms and Associated Controlled Environments.

Deadline 2 weeks. Responsible group and group leader.

Stage 7: Maintaining what has been achieved and improving. Improvement is about developing a habit so that workers understand the importance of the above points and the need to do them daily. Implement 5S in other departments. Improvements can be made in changing schemas.

Deadline: permanent.

It is quite difficult to properly organize and implement a 5S system in an office or in production. This system does not have clear instructions for each individual employee, but defines the basic principles.

INTERNATIONAL ISO

STANDARD 9004-4

First edition

ADMINISTRATIVE MANAGEMENT OF QUALITY AND ELEMENTS OF THE QUALITY SYSTEM.

Part 4: Quality improvement guidelines

FOREWORD

ISO (International Organization for Standardization) is a worldwide federation of national standards organizations (ISO member committees). The development of International Standards is usually carried out by ISO technical committees. Each member body interested in an activity for which a technical committee has been established has the right to be represented on that committee. International governmental and non-governmental organizations with ties to ISO also take part in this work. ISO works closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization,

Draft International Standards adopted by the technical committees are circulated to the member bodies for voting. Publication as an International Standard requires the approval of at least 75 % of the member bodies casting a vote.

International Standard 9004-4 was prepared by Subcommittee 2, Quality systems, of Technical Committee ISO/TC 176, Quality management and quality assurance.

ISO 9004 consists of the following parts, under the general title Quality management and quality system elements:

Part 1. Guidance

Part 2. Service guidelines

Part 3: Guidelines for processed materials

Part 4: Quality improvement guidelines

Part 5. Guidelines for quality assurance programs

Part 6. Guidance on quality assurance in project management

Part 7: Configuration Management Guidelines

Part 1 is a revision of ISO 9004-87.

Annex A is an integral part of this standard. Appendix B is provided for information only.

INTRODUCTION

When implementing a quality system (as specified in ISO 9004), plant management must ensure that the system will contribute to continual quality improvement. The constant goal of management at all levels should be the desire to satisfy customer needs and continuous improvement in quality.

The quality of products and services is of great importance for competitiveness. Continuous quality improvement is essential to keep a company competitive. It should be emphasized that it is necessary to take into account all innovative strategies for the introduction of new products, services or processes and continuous quality improvement.

The motivation for quality improvement arises from the need to provide a special value to the consumer and satisfy his needs to the greatest extent possible. Each employee of the enterprise must develop a conscious concern that each process can be carried out with greater efficiency and effectiveness, as well as with the least cost and the least consumption of resources.

Improving efficiency and effectiveness benefits consumers, the enterprise and its employees, and society as a whole. Continuous quality improvement enables the company to compete, and its employees to contribute to the company's activities, grow and improve.

INTERNATIONAL STANDARD ISO 9004-4-93

ADMINISTRATIVE MANAGEMENT OF QUALITY AND ELEMENTS OF THE QUALITY SYSTEM.

Part4. Guidelines for quality improvement

1 area of ​​use

This standard provides guidelines for the implementation of continuous quality improvement in an enterprise.

How these guidelines are adopted and implemented will depend on factors such as the level of culture, the size and nature of the enterprise, the types of products and services offered, and market and consumer requirements. Therefore, the enterprise must develop a quality improvement process in accordance with its own needs and capabilities.

This standard is not intended for contractual, regulatory or certification purposes.

The standards cited below contain provisions which, through reference to them in this text, form part of ISO 9004 as constituent provisions. The edition cited was valid at the time of publication of this document. All standards are subject to revision, therefore parties to agreements based on this part of ISO 9004 are encouraged to keep track of the latest editions of the following standard. Members of IEC and ISO maintain registrations of currently valid International Standards.

ISO 8402-…1 Quality management and quality assurance. Dictionary.

3 Definitions

For the purposes of this part of ISO 9004, the definitions given in ISO 8402 and the following apply.

3.1 Process - a set of interrelated resources and actions that transform the incoming outgoing flow.

Note 1: Resources may include personnel, facilities, equipment, technology and methodology.

3.2 Delivery system - a set of interrelated processes that ensure the acceptance of incoming flows from suppliers, increasing their value and providing outgoing flows to consumers.

Notes.

2. Inputs and outputs can be either products or services.

3. Consumers and suppliers can be either inside the enterprise or outside it.

4. An element of the supply system is shown in fig. one.

Rice. 1 Supply chain element

3.3 Quality improvement - actions taken in all departments of the enterprise and aimed at increasing the efficiency and effectiveness of activities and technological processes in the interests of both the enterprise and consumers.

3.4 Losses due to quality losses caused by insufficient realization of the potential resources for technological processes and related activities.

Note 5. Examples of waste due to quality could be: customer dissatisfaction, failure to add value to a product for a customer, business or community, and waste of resources. Losses due to quality is one of the elements that determine the cost of quality (clause 4.3).

3.5preventive action- action taken to eliminate the causes of a potential nonconformity, defect or other undesirable phenomenon and thus prevent these phenomena.

3.6 Corrective action - action taken to eliminate the causes of an existing nonconformity, defect or other undesirable phenomenon and thus prevent the recurrence of these phenomena.

Note 6.— Corrective action on outputs includes repairs, modifications, or adjustments made to eliminate nonconforming, defective, or otherwise unwanted outputs.

4 Fundamental concepts

4.1 Quality improvement principles

The quality of products, services or other outputs of an enterprise is determined by the satisfaction of the needs of the consumer who uses them, and depends on the efficiency and effectiveness of the processes that ensure the production and support of these products.

Quality improvement is achieved by improving technological processes. Each activity or element of the work of an enterprise consists of one or more processes.

Quality improvement is a continuous activity aimed at regularly improving the efficiency and effectiveness of the technological process.

Quality improvement efforts should primarily focus on constantly looking for improvement opportunities rather than identifying those opportunities as a result of a problem that has already occurred.

Adjusting process effluents reduces or eliminates an existing problem. Preventive and corrective actions eliminate the causes of the problem or reduce their significance, and therefore eliminate or reduce the likelihood of their occurrence in the future. Thus, preventive and corrective actions improve the technological, process in the enterprise and are critical for quality improvement.

4.2 External conditions for quality improvement

4.2.1 Management Responsibility and Leadership Responsibility and leadership for creating the environment for continual quality improvement rests with the highest level of managerial administration. Administrators provide the leadership and commitment necessary to create the external environment for quality improvement through their own actions, continued availability and use of resources. Administrators conduct quality improvement by communicating goals and objectives, continually improving their own work organization, supporting the creation of an external environment for open communication, teamwork and respect for individuality, and enabling each employee of the enterprise to improve the organization of their work process.

4.2.2 Values, attitudes and behavior

The environment for quality improvement often requires a new set of shared values, attitudes, and behaviors focused on customer satisfaction and setting ever more ambitious goals. The most important values, attitudes and behavioral norms for quality improvement include:

- focusing on customer satisfaction, both internal and external;

- inclusion of the entire supply chain from the supplier to the consumer in the quality improvement system;

- demonstrating commitment, leadership and dedication on the part of the administration;

- emphasizing that quality improvement is part of the work of each employee, both in collective and in individual work;

- targeted distribution of problems associated with the improvement of the technological process;

- continuous improvement of all technological processes;

- establishing an open information link with access to data;

- encouraging teamwork and respect for the individual;

- decision making based on data analysis.

4.2.3 Quality improvement objectives

Valley quality improvement goals to be set for all departments of the enterprise. They should be closely related to the overall business objectives and provide a focus on the most complete customer satisfaction, as well as on improving the efficiency and effectiveness of the technological process. Quality improvement objectives are added to be defined so that the process is measurable. They should be accessible for understanding, perspective and significant for business. The strategy for achieving these goals must be understood and agreed upon by those who must work together to achieve them. Quality improvement goals should be reviewed regularly and subject to changing customer needs.

4.2.4 Communication and teamwork

Open communication and teamwork remove organizational and personal barriers that affect efficiency, effectiveness and continuous process improvement. Open communication and collaboration should extend to the entire supply chain, including suppliers and customers. Open communication and teamwork require trust. Trust is especially important for everyone involved in identifying and implementing possible improvements.

4.2.5 Recognition

Recognition of merit encourages actions that are consistent with the values, attitudes and behaviors necessary for quality improvement (clause 4.2.2).

Achieving recognition of merit emphasizes the improvement and growth of individual employees and takes into account the factors influencing their work (ie, organizational capabilities, external conditions). In addition, recognition of merit emphasizes the characteristics of teamwork and collective recognition, and encourages frequent and informal feedback.

Note 7: The merit recognition system should be linked to the reward system. In particular, the reward system should not provoke destructive internal competition.

4.2.6 Education and training

Ongoing training is of great importance for every employee. Education and training programs are important in creating and maintaining the external conditions necessary for quality improvement. All employees of the enterprise, including the highest level of management, should be trained and trained in accordance with the practice and methodology of the quality system in relation to the relevant quality improvement methods. This includes the use of quality improvement tools and techniques (see Annex A). All education and training programs should be reviewed for compliance with the principles and methods of the quality system. The effectiveness of education and training should be regularly assessed. Training divorced from practical application is rarely effective (Section 7.3).

4.3 Losses due to quality

Opportunities to reduce quality losses determine the focus of quality improvement efforts. Quality losses must be related to the processes that cause them. It is important to at least assess those losses due to quality that are difficult to measure, such as the loss of consumer confidence and the underutilization of human potential. Businesses must reduce quality losses by seizing every opportunity to improve quality.

5 Quality improvement management

Although the application of any of the methods listed in Annex A provides some incremental improvement, their full potential can only be realized when applied in a coordinated manner within the same block diagram. This requires the organization, planning and measurement of quality improvement, as well as the analysis of all quality improvement activities.

5.1 Quality improvement organization

An effective way to organize quality improvement identifies opportunities for quality improvement both vertically within the organizational hierarchy and horizontally in processes that flow across organizational boundaries. The quality improvement organization should aim at:

- means of ensuring policy, strategy, main goals of quality improvement, general guidance, support and broad coordination of the enterprise's quality improvement activities:

- means of identifying the needs and goals of cross-functional quality improvement and the allocation of resources necessary to ensure them;

- means of achieving the goals of quality improvement as a result of collective activity in the areas of direct duties and competence;

- means of encouraging each employee of the enterprise in connection with the implementation of quality improvement activities related to their work, and the coordination of these activities;

- tools for analyzing and evaluating progress in quality improvement activities.

Within the organizational hierarchy, quality improvement responsibilities include:

- management processes such as defining enterprise objectives, strategic planning, clarifying roles and responsibilities covering resource allocation, providing education and training, and recognizing merit;

- identification and planning for continuous improvement of the enterprise's work processes;

- identification and planning for continuous improvement of supporting administrative processes in the enterprise;

- measurement and tracking of loss reduction due to quality;

- creation and preservation of external conditions that provide opportunities and tasks for all employees of the enterprise for continuous quality improvement.

For processes that flow across organizational boundaries, quality improvement responsibilities include:

- definition and coordination of the purpose of each process and its connection with the goals of the enterprise;

- establishing and maintaining relationships between departments;

- identification of internal and external consumers of the process and the definition of their requests and expectations;

- transformation of consumer requests and expectations into specific consumer requirements;

- identifying process providers and communicating to them information about the needs and expectations of their customers;

- identifying opportunities for process improvement, allocating resources for improvement, and overseeing the implementation of those improvements.

5.2 Quality improvement planning

Quality improvement objectives and plans should form part of the facility's production plan.

The administration should set quality improvement objectives in the broadest sense, including the reduction of quality losses. Plans should be developed within the production planning cycle for strategic guidance and direction in order to achieve these quality improvement objectives and the implementation of the quality policy. These plans should take into account the most important quality losses and cover all functions and levels of the enterprise.

The development of quality improvement plans should include all employees of the enterprise, along with suppliers and customers. Universal participation provides a significant increase in opportunities for improvement.

Quality improvement plans are often implemented through a set of specific quality improvement projects or activities. Management should take care to monitor and control such implementation activities to ensure they are integrated with the overall goals and production plans of the enterprise.

Quality improvement plans focus on newly identified opportunities and areas where insufficient progress has been made. The planning process receives input from all levels of the enterprise, from the analysis of the results achieved, as well as from customers and suppliers.

5.3 Measuring quality improvements

The enterprise should develop a system of measurements appropriate to the nature of the operations. An objective measurement system should be established to identify and diagnose improvement opportunities and to measure the results of quality improvement activities. A well-designed system includes measurements on the unit; separate, cross-functional and general (for the enterprise) levels. Measurements should be related to quality loss in terms of customer satisfaction, process efficiency and social impact.

a) A measure of the quality loss associated with customer dissatisfaction may be based on information obtained from existing and potential customers, from reviews of competing products and services, from product and service performance reports; on data on changes in income; on the results of standard control carried out by service personnel; as well as information from sales and service employees and consumer complaints.

b) A measure of quality loss related to process efficiency may be based on data on labor, capital and material use, production, sorting, correcting or rejecting non-conforming products of the manufacturing process, re-adjustment during the process, waiting time and work cycle, deliveries, design overcomplications, inventory levels, and statistical indicators of process capability and process stability.

c) A measure of the quality loss associated with social damage can be based on the lack of human potential (for example, according to employee satisfaction reports) on damage data from pollution, waste disposal and wastage of scarce resources.

The variability factor is common to all measurements. The trends revealed by measurements should be processed statistically. Measuring and trending from a "baseline" of previous performance is essential in addition to setting and achieving numeric targets. The measurement provides a factual basis for identifying the problem.

Measurement results should be documented and considered as part of the administrative record and control activities of the establishment. People and enterprises involved in the quality improvement process should be informed about their achievements in a way that is meaningful and measurable from their point of view.

5.4 Analysis of quality improvement activities

Regular reviews of quality improvement activities should be carried out at all levels of administration to ensure that:

- the enterprise in which quality improvement is carried out is functioning efficiently;

- quality improvement plans are adequate and implemented;

- measurements of quality improvements are adequate, appropriate for specific conditions, indicate sufficient progress;

- the results of the analysis are used in the next planning cycle. Appropriate action should be taken when any nonconformities are identified.

6 Quality improvement methodology

The benefits from quality improvement will gradually accumulate if the enterprise implements quality improvement projects and related activities as a consistent regular system of measures based on the collection and analysis of data.

6.1 Involving the whole enterprise

In an enterprise with sufficiently good motivation and quality improvement management, a number of quality improvement projects or activities of varying degrees of complexity will be continuously undertaken and carried out by all employees and at all levels of the enterprise. Projects and activities of this kind will become part of the normal work of each employee and will range from those that require cross-functional or management teams to those that are selected and carried out by individual employees or teams.

Quality improvement projects or activities usually begin with the recognition of an opportunity for improvement. This recognition may be based on the measurement of loss due to quality and/or comparison with competing samples (reference points) of the products of enterprises recognized as leaders in a particular field. Once defined. a quality improvement project or activity develops over a series of stages and culminates in the implementation of preventive or corrective actions on the process in order to achieve and maintain a new, improved level of performance. Upon completion of quality improvement projects or activities, new quality improvement projects or activities are selected and implemented.

6.2 Initiating quality improvement projects or activities

All employees of the enterprise are involved in initiating projects and activities to improve quality. The need, scope and importance of a quality improvement project or activity should be clearly identified and demonstrated. This definition should include appropriate justification and historical background, project-related quality losses and status quo, expressed in characteristic numerical terms whenever possible. The project or activity must be attributed to a person or group, including its leader. It is necessary to draw up a program and adequately allocate resources. Provisions should be made for periodic review of scope, programme, resource allocation and observed progress.

6.3 Investigation of possible causes

The goal of this phase is to increase understanding of the nature of the process being improved through the collection, evaluation and analysis of data. Data collection should always be carried out according to a carefully designed plan. It is important to investigate the possible causes with the greatest objectivity, without prejudiced judgments about the possible causes of preventive or corrective action. Then decisions will be based on facts.

6.4 Establishing causal relationships

The data is analyzed in order to look into the essence of the process being improved and to formulate possible cause-and-effect relationships. It is important to distinguish between coincidence and causation. An association that shows a high degree of agreement with the data needs to be tested and validated on the basis of new data collected according to a carefully designed plan.

6.5 Taking preventive and corrective actions

Once causal relationships have been established, alternative proposals for preventive and corrective actions in relation to the identified causes should be developed and evaluated. The advantages and disadvantages of each proposal must be checked by the employees of the enterprise who will be involved in the implementation of these actions. The success of implementation depends on the cooperation of all involved.

Note 8: Quality improvements are achieved as a result of preventive or corrective process actions to achieve more satisfactory results and/or reduce the frequency of unsatisfactory results. The application of only corrective measures to the results of the process, such as repair, rework or sorting, entails losses associated with quality.

6.6 Confirm improvement

After the implementation of preventive or corrective actions, relevant data should be collected and analyzed to confirm that the improvement has been achieved. Supportive data should be collected on the same basis as data for research and causation. It is also necessary to conduct studies on the desired and undesirable side effects that could occur.

If after the implementation of preventive or corrective actions undesirable results continue to appear with approximately the same frequency, it may be necessary to revise the definition of the project or quality improvement activity, returning to the initiation stage.

6.7 Building on progress

After confirming the quality improvement, you need to fix it. Typically, this includes changing specifications and/or working or administrative procedures and practices, necessary education and training, and ensuring that these changes become part of the scope of work of each employee affected. The improved process then needs to be controlled at a new level of performance.

6.8 Continued improvement

If the desired improvement is achieved, new quality improvement projects and activities should be selected and implemented. Since additional quality improvements are always possible, a quality improvement project or activity can be repeated based on objective performance. It is recommended to set priorities and time limits for each quality improvement project or activity. Time limits should not limit effective quality improvement activities.

Note 9: The plan-do-check-act cycle is used for continuous quality improvement. The quality improvement methodology in this part of ISO 9004 focuses on the check-to-do phases of this cycle.

7 Aids and methods

Decisions based on situation and data analysis play a leading role in quality improvement projects and activities. The success of these projects and activities depends on the correct application of the means and methods designed for the intended purposes.

7.1 Means used for numerical data

Whenever possible, decisions to improve the quality of the valley should be based on numerical data. Decisions considering differences, trends, and changes in numerical data should be based on sound statistical interpretation.

7.2 Tools for non-numeric data

Some quality improvement decisions may be based on non-numeric data. Such data plays an important role in marketing, research, development and management decisions. Appropriate means should be used to properly process this kind of data in order to transform it into information that is useful for decision making.

7.3 Preparation for the use of means and methods

All employees of the enterprise should receive training in the use of quality improvement tools and methods aimed at improving their work processes. Learning apart from practical application is rarely effective. Appendix A discusses some of the many tools and methods that have been developed. In table. 1 lists these tools and methods and their use for quality improvement. In special cases, other means and methods may be applicable.

Table 1. Means and methods used to improve quality

Annex A

(normative)

Auxiliary means and methods

This appendix introduces some of the more common tools and techniques to improve quality. The following means and methods are applicable in the analysis of numerical and non-numerical data. The data collection form is presented first, as it is applicable to both types of data. The following are tools for analyzing digital data, and then for analyzing non-numeric data.

Each tool or method is presented in the following form:

a) application - the use of a means or method to improve quality;

b) description - a brief description of the means or method;

c) procedure - a step-by-step representation of the procedure for using a tool or method;

d) example - an example of the use of some means or methods

A.1 Data collection form

A.1.1 Application

The data collection form is used in the systematic collection of data to allow a clear presentation of the facts.

A.1.2 Description

The data collection form is a template for recording collected data. It helps to present the collected data in a convenient form and facilitate their analysis.

A.1.3 Procedure

a) Establish a specific purpose for collecting data (questions addressed).

b) Identify the data required to achieve the stated goal (address of questions).

c) Determine how and by whom the analysis of the data will be carried out (statistical tools).

d) Make a form to record data. Provide space to record information about:

Who collected this data

Where, when and how the data was collected.

f) Test the form by collecting and writing some data into it.

f) Analyze and reshape if required.

A.1.4 Example

The number of defects of each type associated with each cause, when reproducing documents, can be indicated in the form presented in table. A.1.

Table A.1 Data collection form

A.2 Affinity diagram

A.2.1 Application

An affinity diagram is used when grouping a large number of ideas, opinions, or interests on a particular topic.

Description

When collecting a large amount of data about different ideas, opinions and interests related to the same topic, this tool makes it possible to organize information into groups based on the natural relationships that exist between them. This process is designed to stimulate creativity and full participation. It is more effective in small teams (maximum group members of eight are recommended) where employees are accustomed to working together. This tool is often used to organize brainstorming ideas.

A.2.2 Procedure

a) State the topic of study in the broadest terms possible (details may cause bias in response).

b) Write down as many individual ideas as possible. opinions or interests on cards (one per card).

c) Mix the cards and distribute them randomly on a large table.

d) Group related cards as follows:

- sort cards that seem related into groups;

- limit the number of groups, provided that one card cannot make up the entire group;

- choose or create a card with a title that reflects the content of each group;

- place such a title card on top of the cards in the same group.

e) Transfer the information from the cards to paper, dividing into groups.

A.2.3 Example

The requirements for a telephone answering machine are shown in Fig. A.2 and in table. A.2.

Rice. A.1 Chaotic arrangement as in step A.2.2 c)

Table A.2 Data organized into groups as in step A.2.2 e)

A.3 Reference points

A.3.1 Application

The benchmark method is used to compare a process with those with recognized leadership in order to identify quality improvement opportunities.

A.3.2 Description

The fiducial point method compares the processes and performance of products and services with recognized leaders. It allows you to identify goals and set priorities for the preparation of plans that will lead to competitive advantages in the market.

A.3.3 Procedure

a) Define points for fiducial points:

- Items should represent key characteristics of the processes and their outcomes;

The reference points for the process and its results should be directly related to the needs of the customer.

b) Determine to whom the fiducials are being set:

Typical enterprises may be direct competitors and/or non-competitors that are recognized as leaders in a given item of interest.

c) Collect data:

Data on process performance and customer requirements can be obtained by means such as direct contact, surveys, interviews, personal and professional contacts, and technical journals.

d) Organize and analyze data:

The analysis aims to establish best practice goals for all relevant items.

f) Set reference points:

Identify quality improvement opportunities based on customer demand and performance achieved by competitors and non-competitors.

A.4 "Brainstorm"

A.4.1 Application

Brainstorming is used to identify possible solutions to problems and potential quality improvement opportunities.

A.4.2 Description

Brainstorming is a way to free the creative thinking of the team to create and clarify a list of ideas, problems, or premises.

A.4.3 Procedure

The procedure consists of two phases.

a) Idea generation phase

The organizer considers the main directions of brainstorming and the task of the corresponding meeting, then the team members express a number of ideas. The goal is to generate as many ideas as possible.

b) Refinement phase

The team reviews the list of ideas put forward to ensure everyone understands them. Evaluation of ideas will take place at the conclusion of the brainstorming meeting.

The main areas of "brainstorming" are that:

- the organizer is identified;

- clearly declares the purpose of the brainstorming meeting;

- all members of the team speak in turn and express one idea at a time;

- where possible, members of the team develop and supplement the ideas expressed by others;

- at this stage, ideas are not criticized or discussed;

- expressed ideas are recorded so that everyone can see them;

- the process continues until the flow of ideas stops;

- All ideas expressed are considered for clarification.

A.5 Cause and effect diagram

A.5.1 Application

A cause and effect diagram is used to:

- analysis of causal relationships;

- reports of cause and effect relationships and

- facilitating the solution of a problem from its symptom to its cause.

A.5.2 Description

A cause-and-effect diagram is used to investigate and demonstrate the relationship between a given phenomenon (for example, deviations in quality characteristics) and its potential causes. Several potential causes are classified into main categories and subcategories so that their presentation resembles the skeleton of a fish. This is where another well-known name for this diagram comes from - the “fish bones” diagram.

A.5.3 Procedure

a) Clearly and consciously define the phenomenon.

b) Identify the main categories of possible causes.

The following factors are considered:

- information systems and date;

- external conditions;

- equipment;

- materials;

- measurements;

- methods;

- people.

c) Start building the diagram by highlighting the name of the phenomenon in the box on the right side and arranging the main categories as “feed” to “phenomenon” (see Figure A.2).

d) Build a diagram, thinking through and writing in all the causes of the next level from the lowest to the highest level. A well-designed diagram will have branches of at least two levels, and many of three or more levels (Figure A.3).

Rice. A.2 Primary cause-and-effect diagram

Rice. A.3 Development of the Cause-and-Effect Diagram

Rice. A.4 Example of a cause-and-effect diagram

Notes:

10. An alternative method of constructing a causal diagram involves brainstorming possible causes and then organizing them into categories and subcategories using an affinity diagram.

11. In some cases, listing major process steps as major categories can be advantageous, for example when the process to be improved is considered to be the progress of a process. When defining these steps, it is often helpful to use a workflow map.

12. Once built, a diagram can become a “living tool” as it is further refined as knowledge and experience accumulate.

13. Often a diagram is built collectively, but it can also be built by individuals with relevant knowledge and experience.

A.5.4 Example

On fig. A.4 shows a cause-and-effect diagram for the case of poor quality photocopying.

A.6 Process chart

A.6.1 Application

The process flow chart is used for:

- a description of an existing process, or

- development of a new process.

A.6.2 Description

A process flow chart is a graphical representation of the steps in a process, useful for exploring improvement opportunities by capturing detailed information about the actual progress of a process. By considering the relationship of various stages to others, it is often possible to identify potential sources of trouble. Flow charts can be applied to all aspects of any process, from the receipt of materials to the sale or service of a product. Process maps are built using easily recognizable symbols. Commonly used symbols are shown in fig. A.5.

A.6.3 Procedure

A.6.3.1 Description of the existing process

b) Watch the entire process from start to finish.

d) Build a draft process map.

e) Review the draft map with employees involved in the process.

g) Check the map against the actual process.

h) Mark the date of compilation on the process map for future reference and use. (It serves as a document of the actual progress of the process and can also be used to identify improvement opportunities.)

A.6.3.2 Development of a new process

a) Identify the start and end of the process.

b) Visualize the stages of the future process (activities, decisions, inputs and outputs).

c) Define the steps in the process (activities, decisions, inputs and outputs).

d) Build a draft map representing the process.

e) Review the draft map with the employees who are expected to be involved in the process.

f) Improve the map based on this consideration.

g) Mark the date of compilation on the process map for future reference and use. (It serves as a document of the designed progress of the process and can also be used to identify opportunities for improvement in the design).

A.6.4 Example

The flow chart shown in fig. A.6 represents the document reproduction process.

Initial and final stages

Action Description

Direction from one action to to another in sequence

Rice. A.5 Symbols on the process chart

A.7 Tree diagram

A.7.1 Application

The tree diagram is used to show the relationships between the main topic and its constituents.

A.7.2 Description

The tree diagram breaks down the main topic into components, presenting them in a systematic way. Ideas generated from brainstorming and presented graphically or combined with an affinity diagram can be converted into a tree diagram to show logical and sequential links. This tool can be used in planning and problem solving.

A.7.3 Procedure

a) Clearly and simply state the topic being studied.

b) Define the main categories of the topic. (Use brainstorming or affinity chart title cards.)

c) Build a diagram with the topic title a box on the left side. Build branches for the main categories in the transverse direction from left to right.

d) For each major category, identify the constituent elements and any sub-elements.

e) Review the diagram to ensure there are no gaps in the logic or sequence of steps.

Rice. A.6 Example of a flow chart

A.7.4 Example A.7 represents the telephone answering machine.

A.8 Control chart

A.8.1 Application

The control chart is used for the following purposes.

a) Diagnostics: to assess the stability of the process.

b) Control: to determine if adjustments to the process are necessary or not.

c) Confirmation: to confirm process improvement.

A.8.2 Description

A control chart is a means for distinguishing deviations due to established or special causes from random deviations inherent in the process. Random deviations repeat chaotically within predictable limits. Deviations due to established or special reasons indicate that some of the factors affecting the process need to be identified, investigated and controlled.

The construction of control charts is based on mathematical statistics. Control charts use operational data to establish limits within which future observations are expected to be made if the process remains unaffected by established or ad hoc causes. Further information on control charts can be found in the relevant International Standards (eg ISO 7870 and ISO 8258, which are listed in Annex B).

NOTE 14 There is a wide variety of control methods applicable to all kinds of measurable or quantifiable characteristics of a process, product or any result. The facility should provide appropriate training and develop adequate expertise in the way control charts are constructed and used.

A.6.3 Procedure

a) Select the characteristics to apply the control chart.

b) Select the appropriate type of control chart.

c) Decide on subgroups (a small number of items for which it is assumed that there are only random deviations), their size and sampling frequency.

d) Collect and record data for at least 20-25 subgroups, or use pre-recorded data.

e) Calculate sample statistics for each subgroup.

f) Calculate control limits based on subgroup sampling statistics.

g) Map and plot subgroup statistics.

h) Check the graph for points outside the control limits and for cases indicating the presence of established (special) causes.

i) Decide on future actions.

A.8.4 Example

According to Table. A.3 plot a graph to obtain the control chart shown in fig. A.8.

Rice. A.7 Tree diagram example

Table A.3. Overflow data and sample statistics ( , R )