Is a quality management system necessary? What is QMS? Refusal of slogans

Any consumer, regardless of his social status, income, age and other factors, needs to receive quality goods or services. A system of rules and techniques has been developed specifically for this purpose, making it possible to always maintain quality at a consistently high level. And the quality management system is responsible for this.

A quality management system is a specialized system developed for an organization, used to formulate the goals and policies of its activities in the field of product/service quality, as well as to achieve its objectives. To explain it in a more accessible form, the main task of the QMS is to ensure high quality of goods or services sold, adapting it to customer expectations. However, the main task is not control, but the development of a special system that helps prevent the emergence of new errors that can negatively affect products or work.

Types of QMS

The quality management system in an organization is divided into two categories:

• Universal. Its peculiarity lies in the fact that any enterprise has the opportunity to use its principles in practice, regardless of how large the company is, what exactly it does, where exactly it does it, and so on;
• Industry. The bottom line is that the QMS is developed for a specific type of organization. For example, there are industry standards for aerospace companies, telecommunications studios, agricultural enterprises, and so on.

Purpose, objectives and tactics of quality management

There are many goals and objectives, depending on what kind of management system is used in practice. Usually they come down to the fact that the manager develops a unified system that will work in the enterprise, preventing errors that could negatively affect the quality of products or the efficiency of order fulfillment. QMS tactics: the system must provide a guarantee of product compliance with the requirements of domestic or international standards currently in force.

A positive result can be achieved provided that the working condition of the management system is maintained on an ongoing basis, and if it is created to regularly improve the efficiency of products, taking into account the needs of each party.

In practice, special principles of the quality management system have developed, giving the enterprise the opportunity to develop effectively. These include the following:

• the organization focuses on customers;
• the manager is the leader of the entire team;
• involve people to achieve the goal, thereby increasing the productivity of the enterprise;
• a process approach is used;
• a systematic approach is applied to the management of the enterprise (see);
• quality is constantly improving;
• decisions are made only on the basis of factual information received;
• There are established business relationships between the company and suppliers on a mutually beneficial basis (see).

By ignoring the principles of quality management, an enterprise will soon face negative consequences - a drop in the level of demand, loss of the target audience, and so on.

Main components of quality management

Any quality management system at an enterprise includes the following elements:

• Organization– a set of specialists and financial and technical means, where relationships, degrees of responsibility and authority are distributed;
• Process– the number of interacting and interconnected elements designed to solve local or global problems;
• Document– significant information that is placed on electronic or paper media;
• Resources– everything that quality management in an enterprise cannot do without.

The ISO 9000 standard reflects the ideology of quality management as a whole, serving as a full-fledged basis for the creation and development of a QMS in any organization, regardless of its size and field of activity. Practice shows that compliance with ISO 9000 requirements makes it possible to present your own products or services in a light favorable to the organization. If the products or work performed by employees are ISO 9000 certified, this is direct evidence that strict quality management is carried out internally. Accordingly, the product has good characteristics.

Popular areas of quality management

The main directions are processes such as:

• integration of the QMS in a number of operational aspects;
• implementation of industry-specific solutions for existing quality systems;
• implementation of time-tested management tactics;
• finalization of the QMS in accordance with the recommendations of specialized standards;
• maximum emphasis on improving the quality of implementation of organizational procedures in accordance with the features of a certain model.

Many people wonder why they need to obtain a certificate and start the verification procedure. If you successfully pass certification, in practice this will mean that the effectiveness of the quality management system used at the enterprise is at a high level. Reminding consumers about successful certification builds trust in them. When inconsistencies are detected, a list of detected problems is generated and ways to solve them are determined.

How is product quality assessed?

In order for the assessment of the quality management system to meet the requirements set by the manager, it is necessary to initiate a procedure for checking the quality of goods/services. To do this, independent experts sample a small batch of goods and conduct laboratory tests. After receiving the results, they are compared with those specified in the standards. A product conformity certificate can only be obtained if all indicators meet the required values.

Basic requirements for quality management

In order for quality management at an enterprise to meet the requirements, it is necessary to first ensure that:

• the technical quality of the product meets the established requirements;
• the company confidently adapts to new changes in terms of product quality dictated by market conditions;
• specialists are fully trained and have specialized experience, which gives them the opportunity to carry out their assigned tasks smoothly and without problems;
• the company is constantly searching for new suppliers to gain access to new markets (see) This, in turn, can have a positive effect on the rate of expansion of the target audience and profit generation.

Oleg Levyakov

WHAT IS QMS?

The material was prepared by O.M. Levyakov.

“Those who know do not speak, those who speak do not know.” Lao Tzu.

An attempt to find out what a QMS is by directly referring to the text of the ISO 9000 series standards usually ends with one thing: the QMS is simply viewed as another “scam” of Western management!

This is explained by the fact that the texts of the standards are most often read in a “terrible” translation - the so-called “tracing paper” from English into Russian, completely separate from the necessary interpretation of some requirements, which, although they were borrowed from the socialism we lived through, were brought by the pragmatic West to the workers condition.

Moreover, translation from one language to another is much more difficult than it might seem to a non-specialist, because with the help of the same words a language can sometimes reflect completely different processes (including management processes). It may turn out that when translating from English into Russian it will be very difficult to find the right Russian word that would fully reflect the term, especially one born in a capitalist country.

For example, for us the word “management” 100% means strict administration, and this is only one of the possible meanings of the English word “management”.

The word “management” was introduced into use in the Russian language only out of necessity, so as not to lose its main meaning: management is a methodology for detecting and correcting one’s mistakes!

What do the terms validation and verification mean?

In addition, domestic publications are trying to “spread additional fog” in order to convince a potential customer to turn to them for clarification and advice.

I didn’t want to talk about it here, but another reason may simply be related to the lack of understanding of the essence of things by the authors of such publications themselves.

To be honest, this is exactly the attitude I developed after my first acquaintance with the previous version of the ISO 9001-1994 standard!

But as I grew deeper into the topic while working as a consultant, I began to understand the “main military secret” of the QMS!

The paradox is that when reading the standard, even abstracting from the quality of the translation, it is really very difficult to notice because everything is constantly focused and “tied” to achieving Customer satisfaction! What if you are interested in reducing production costs or, for example, reducing the time to bring a new product to market? What does the “satisfaction” of the Consumer have to do with it when it “does not exist yet”?

That is why we will start with a simple question: - why, ultimately, is a QMS being created? The shortest answer is to increase the likelihood of achieving planned production results.

Now let’s think about what we need to do for this!

From a high school biology course we know that in nature there are only two types of reflexes: conditioned and unconditioned. Obviously, the ability to find and sometimes avoid a rake is not given to us from birth - this is a conditioned reflex. Repeating these situations allows us to record the cause-and-effect relationship between our actions and results.

When hundreds of people go through obstacles, one of them can come up with a technology to eliminate them. And if it is documented and everyone is trained, then everyone will achieve their goals faster (without obstacles!) This is the basis of the evolutionary principle of development.

And the basic principle of the QMS - see Fig. 1.

Rice. 1. The concept of the semantic content of the QMS

Why is documenting knowledge and experience so necessary?

Because the circle of direct interaction of top management is 5-10 people, and it is through them that his management, his decisions, his vision are “mediated.” It largely depends on them whether the desired and actual management results will coincide. And here, it is no longer possible to get by with simply the “correct” formulation of the task, simply with organization and simply with control. Here, we just need to come to an agreement with all the company’s personnel - about a common understanding, about a common vision, about what we want to have as a result. In the absence of this unity, we are faced with a situation where each of the participants in our business process understands it somehow very differently. And the result is also his own, and may even differ significantly from what your company needs.

It is to prevent these dangers that documents arise that define, regulate, distribute rights and responsibilities - internal standards and regulations of the company - see Fig. 2, which shows the concept of the influence of documentation of actions on the quality of production activities.

Rice. 2. The concept of the influence of documentation of actions on the quality of production activities

Rice. 3. System content of the QMS concept

Fig.4. Structural content of the QMS concept in accordance with the architecture of requirements and principles of the ISO 9000 series standards

The strategy for the “correct” implementation of the QMS concept shown in Fig. 3 and 4, is shown in Fig. 5.

Agree that without mutual agreement and internal acceptance of these new rules (QMS), the system can easily turn into a sham. Because without an “agreement” there is no “translation” of internal energy and the conviction that this particular thing is “correct” and it should be done this way correctly. This is where the requirements of the ISO 9001 standard for ensuring employee engagement and management leadership will help you - see Fig. 5.

Rice. 5. Implementation strategy for building a QMS

Moreover, the implementation of a QMS should only be carried out on the initiative from above, since this process requires changing the existing order of business and stereotypes of enterprise employees.

If there is no interest in the QMS on the part of management, then the probability of success tends to zero.

But because the main task of the QMS is not to increase the efficiency of workers. Most often, such changes are the goal of the manager or owner, and this brings additional headaches to the employees themselves. As a rule, labor costs do not decrease with the introduction of a QMS. The benefits of a QMS are clear only to top management. Usually they come down to improving the manageability of the enterprise and the possibility of expanding the business. But ordinary employees, with rare exceptions, always greet such changes with hostility.

For at least two reasons.

The first is the accounting and document flow system that has developed in the company, which seems to all employees to be “the only possible” and, therefore, not subject to revision.

The second is that for the full operation of the QMS, it is necessary to collect and monitor a much larger amount of information (for example, managing quality records - which requires greater discipline of workers) than before. Of course, the increase in the volume of work cannot please either ordinary workers or financiers who are determined to save money and reduce personnel.

So what to do?

Practice allows us to identify the following main factors for the success of QMS implementation - see Fig. 6.

Rice. 6. Main factors for the success of QMS implementation

Let us comment on the main ones.

1. Conducting a preliminary survey and subsequent modeling of the necessary business processes. Any business consists of interconnected (correlated) actions. The implementation of these processes must be provided with resources (monetary, labor, material, information, etc.). Each process has its own cost. The set of enterprise processes makes it possible to calculate the real current cost of the business. And then you can competently solve problems of financial planning, analysis, pricing, product quality, etc.

Achieving business transparency by identifying the business processes of an enterprise in accordance with its goals is an urgent task for most enterprises, especially those that are actively developing.

A company's business model is not only the basis for managing an organization. High business transparency, simplicity and accessibility of the system description make it possible to develop the initial technical specifications for setting up a resource management system (for example, an ERP system) and to develop new requirements for improving (adjusting) the resource management system. This allows us to provide the necessary resources, the required quality, in the required quantity, in the right place, at the right time, at an affordable price, and reduce production costs, thus ensuring increased competitiveness of the company.

Based on the business model, managers receive the necessary administrative documents (job descriptions, regulations, other management regulations, operational and strategic reports on the availability and flow of resources in the company, etc.).

This modeling work also forms the basis for the implementation of process management.

2. The key condition for success is the personal interest of one of the top officials of the organization in the results of implementation. In any case, staff experience a certain amount of stress when implementing a QMS. Without the strong will and power of leaders, implementation cannot be successful.

3. Working with management - forming and agreeing with the top officials of the company on its mission, goals and objectives in the field of quality - the invisible and visible presence of the manager as part of the implementation of the system is mandatory, and his role as an interested party may not be enough.

This is especially evident when developing indicators and metrics for the performance of departments.

An example of the concept of defining goals, for example, project business - see Fig. 7.

Rice. 7. An example of the concept of defining goals, for example, project business

4. Formation of an implementation group and its training - no comments needed here.

We can only add an example of training personnel for external audits as a way of additional training.

5. Availability of the position of Quality Director in the staff list.

Its existing alternative in the form of a management representative in the field of quality is simply a crafty cover for the irresponsibility of management itself.

For example, it is already accepted that the procurement system is headed by the commercial director, the training system by the HR director, and the finance system by the financial director. It is quite logical to conclude that the quality system should be headed by a Quality Director!

6. Staff motivation.

This is a delicate matter and is decided differently in each specific case.

Rice. 8. The concept of creating a personnel motivation system

But with all this, it is very important to explain to the staff that the entire company will only get better from implementing the system - see Fig. 9, and thereby hint at the “inevitability” of change.

Rice. 9. The concept of improving production activities after the implementation of the QMS

7. Implementation of implementation in the form of a project. The most detailed schedule for the QMS Implementation Project must be developed and agreed upon at the highest level with responsibility for delays or failures in its implementation.

Now it’s time to “link” everything you’ve read to the most important thing - to the concept of quality of the company itself.

Rice. 10. Architecture of the concept “Company Quality”

Thus, the QMS is not a “scam” at all, but a proven tool for organizing production activities, and aimed primarily at increasing the likelihood of the company achieving planned results and, ultimately, improving the quality of the company - see. Fig. 10.

But staff are not always able to get to the bottom of this on their own!

But if you planned to achieve only the complete satisfaction of your Consumers as a result, then we can say that you have built a QMS in accordance with the ISO 9001 model!

So, QMS is a way of organizing production processes that ensures the achievement of planned results.

Thus, the QMS resembles an “iceberg in the ocean”: it has a tiny surface part in the form of a very small ISO 9001 text and a huge underwater part of reengineering and business modeling, motivation systems, corporate culture, standards development, etc. - see Fig. 11

Rice. 11. “Iceberg” QMS

But very often in the CIS, specialists from consulting firms who provide training in the implementation of QMS do not reveal the essence of this entire “iceberg” well, limiting themselves to formal adherence to the standard.

Resume (in simple and understandable language for staff).

The quality management system serves to improve the quality of business management.

It is called QMS and is a system for managing the company’s business processes - see Fig. 4.

The QMS provides clear instructions for all occasions in an employee’s life: what, where, when and why. Moreover, when a quality system is being implemented, the employee writes his own instructions.

So that different companies, when working with each other, are sure that there will be no surprises from the partner and there is a certification procedure according to the ISO 9001 standard, which clearly defines what governing documents should be in the company, how records of production, purchases and sales should be kept, how Traceability and identification of products should be carried out, how suppliers should be selected, how to measure the efficiency of the enterprise, what corrective and preventive actions should be taken, what needs to be analyzed by management, etc. and so on.

The QMS provides for the creation of a business model of a company, where each service or process of obtaining a product is considered as a link in a continuous chain, at the end of which stands the Consumer. The model assumes the emergence of new horizontal connections and relationships aimed at eliminating interfunctional barriers, since quality is often lost precisely at the junction of functional units.

After internal and external audits, analysis by management or on the initiative of the employee himself, these instructions can (and for good reason should) be improved and optimized. The point of all this is to leave with the owner of the enterprise a documented algorithm for the most effective actions of the employee, in case the old experienced master “Uncle Vasya” gets sick or retires.

In order for the regulations to be not only clear, but also good, corrective and preventive actions are taken to improve processes and such actions must be carried out on a regular basis.

Thus, the QMS turns out to be not a “stupid bureaucratic machine” for stupid foreigners who cannot take a step without instructions, but in fact a very effective tool for improving the quality of business.

And quite simply: SMK turns a heroic partisan detachment into a well-trained battalion of the regular army!

(QMS, - ed.) is a set of measures and constantly implemented operations that are used in an organization to achieve the required quality of services or products - what is the result of the activities of this organization. The most important difference between a quality management system and isolated and random actions aimed at improving product characteristics or preventing production defects is that the operation of the system is not random, but systematic and comprehensive, leading to consequences that are predictable in advance. As usual, they are being implemented on the basis of the international standard, which, moreover, has been adapted in our country as a national standard under the designation. The difference between the national copy and the original created (International Organization for Standardization - ed.) comes down to difficulties in translation, that is, it is almost absent. But, let's return to the definition. What does “required quality” mean? An object in itself cannot be either good or bad, and it receives an assessment only from a person’s point of view. Quality is what is recognized as such by consumers. For this reason, it is usually added to the definition of a quality management system to satisfy the quality requirements that arise from external stakeholders: ordinary clients, partners, government agencies, and other market players interested in the activities of an organization implementing ISO 9001.

The types of activities that a quality management system integrates can be very different. Training occupies an important place among them. We can say that it all begins with him, since before implementing a QMS, senior management must study in detail the philosophy and practical aspects of the work of modern QMS, otherwise they will not be able to manage the process and give orders that are adequate to the situation. Before, and especially during the operation and implementation of the QMS, training is carried out for middle management and ordinary employees of the company. They study both the ISO 9001 standard itself and the internal one, which was developed to implement innovations within the quality management system. In addition, direct performers learn to understand the needs of consumers of their work. The ISO 9001 standard takes into account the close relationship between processes within an enterprise and the outside world, which, on the one hand, supplies the organization with raw materials, on the other, is the goal of its efforts. Depending on the chosen QMS implementation strategy, certain categories of employees study special software, the most modern tools for scientific analysis of certain issues related to quality at the enterprise. This is the fundamental position of the ISO 9001 standard. According to this normative document, decisions must be made based on facts. If you adhere to this principle, many decisions in a company should be preceded by meticulous collection of information and comprehensive analysis.

The creation, management and periodic updating of QMS documentation plays a huge role in the success of the implementation of a quality management system. This includes the development of a quality manual - a generalized document intended for familiarization with all employees, a kind of overview of the entire QMS, external documents on which any commercial structure is forced to rely: laws, the ISO 9001 standard itself, state standards. QMS documents also include internal quality standards, for example technical specifications (technical conditions, ed.). Below the quality manual in the hierarchy there is a whole string of permanent documents, edited infrequently and updated constantly. also exist as separate documents. The development of documentation begins with marketing, a review of the organization’s goals, its resources and capabilities, and structuring the enterprise’s activities in accordance with the process approach.

A scientific concept that proposes to consider any organization as a set of interconnected and interacting processes, the joints of which are of paramount importance. process approach, according to the standard, at the enterprise, which allows you to establish the sequence of QMS operations that require constant repetition. The cycle proposed in ISO 9001 allows not only to maintain quality at the level, but also to improve it. Naturally, before “launching”, what specific processes consist of the activities of the company that has decided to create a QMS. This is usually very difficult. Being a universal document, ISO 9001 cannot provide a diagram of processes and their interactions for a specific enterprise. On the other hand, it provides a classification that contains the key to independent division into processes. The standard divides all activities into those related to organizational management, resource management, life cycle processes, measurement, analysis and improvement. One of the most difficult aspects of working with a process approach is the following feature. Sometimes conscientious application of this method leads to a revision of the entire organizational system of the enterprise. Processes may, of course, coincide with the structure of the organization’s departments, but a detailed analysis can also identify unnecessary activities and ineffective administrative organization. If the management of an enterprise has difficulties understanding or implementing the provisions of ISO 9001, it has at its disposal a whole series of guides that the International Organization for Standardization has issued on various details of creating a QMS: ISO 10006, ISO10007, ISO 10012, ISO\TO 10013, ISO\ TO 10014, ISO 10015, ISO\TU 16949, ISO 19011, ISO 10006 and a number of others. These documents relate to internal audit of the QMS and certification, implementation of the QMS and its adaptation to a specific industry, improvement of the system and other important issues. In addition to these manuals, enterprise management also has the opportunity to resort to the help of numerous consulting organizations that have been professionally helping to implement a QMS for many years.

Let's talk separately about scientific tools for analyzing and changing the quality situation in an organization, as well as about electronic systems that can support the operation of the QMS. Most of the former are based on statistics - their general name is statistical methods of quality control: graphs, Ishikawa diagrams, scatter plots, tables QFD. Note that cyclic operations do not have to be based solely on PDCA. There are at least two alternatives: Juran triads and Taguchi methods. They can replace or complement the PDCA model in certain circumstances.

As for electronic systems that facilitate and organize the document flow of the QMS, it is worth mentioning here APQP(Advanced Product Quality Planning, – ed.) and ERP(Enterprise Resource Planning, – ed.), IDEF(Integrated definition, – ed.), FMEA(Failure Mode and Effects Analysis, – ed.).

The ISO 9001 standard does not establish a strict form in which the QMS document flow can be established; it can be implemented in paper form in the old fashioned way, but if an electronic document flow system is used, then the use of IT technologies will be invaluable.

So, the creation of a QMS consists of introducing a process approach and PDCA, in accordance with the ISO 9001 standard, training management in methods and approaches in management, marketing, developing an organization strategy with a plan, goals and taking into account resources, developing and implementing a project for transforming the organizational system of the enterprise, constant advanced training of employees, development of training plans for them, development of process design methods, development of documented procedures and enterprise standards. Anything else? Yes, as much as you like. The quality management system is a very flexible mechanism, capable of accepting new techniques and methods, and its potential cannot in any case be reduced only to the requirements of the ISO 9001 standard.

" data-modal-addimage="" data-modal-quote="" data-modal-preview="" data-modal-sub="" data-post_id="833" data-user_id="0" data-is_need_logged ="0" data-lang="en" data-decom_comment_single_translate="comment" data-decom_comment_twice_translate="comment" data-decom_comment_plural_translate="comments" data-multiple_vote="1" data-text_lang_comment_deleted="Comment deleted" data-text_lang_edited ="Edited in" data-text_lang_delete="Delete" data-text_lang_not_zero="The field is not NULL" data-text_lang_required="This field is required." data-text_lang_checked="Check one of the boxes" data-text_lang_completed="Operation completed" data -text_lang_items_deleted="Items have been deleted" data-text_lang_close="Close" data-text_lang_loading="Loading...">

In order for an organization to function successfully, it must be managed in a systematic and visible manner.

Managing an organization, along with other aspects of management, includes quality management.

A QMS is a system created in an organization to formulate policies and goals in the field of quality, as well as to achieve these goals. A QMS, like any system, is characterized by its purpose, structure, composition of elements and connections between them. A university's QMS is a set of organizational structure, methods, processes and resources necessary to implement the quality policy through planning, management, quality assurance and improvement.

The quality policy is the main document of the system. It determines the purpose of the construction and operation of the QMS, as well as the obligations of top management to achieve the goals.

The QMS covers such areas of the university’s activities as pedagogical, scientific, educational, administrative, and economic. These areas are interconnected and in most cases overlap.

The functioning of the QMS is carried out through the involvement of all personnel, while senior management (university rector) takes full responsibility for achieving quality goals.

Administrative influence on the QMS is based on process management based on actual indicators. Its main goal is to create conditions capable of ensuring continuous improvement of the process. At the same time, the assessment of changes in the quality of the process is carried out on the basis of criteria.

The process of development and implementation of a quality management system includes the following stages:

• choosing a QMS model;
• comparison of the university’s activities with the requirements of the selected model;
• restructuring the activities of the university where necessary;
• development and implementation of QMS documentation confirming compliance of the university’s activities with the requirements of the model;
• QMS certification in order to increase the efficiency of business processes;
• improvement of activities based on continuous process improvement.

Solving the problem of improving the quality of educational services is associated with the need to create an integrated management system. Building such a system based only on assessing the results of any process is fundamentally untenable.

Effective quality management can only be achieved by managing procedures within the process itself. In relation to the university - through quality management of the provided scientific and educational services at all stages of specialist training

The cause of all errors is always incorrect actions. In order to avoid mistakes, it is necessary to determine the correct sequence of actions, describe (formalize) them, and develop instructions for performing and monitoring the correct actions. In other words, management of the quality of training of specialists should be structured so that deviations from the specified requirements are, if possible, prevented, and not corrected after they are discovered.

In this way, it is possible to ensure the university's reputation as a reliable supplier of high-quality specialists with minimal risk for those enterprises, organizations and individuals who can be considered consumers of services.

Purpose of the QMS

The QMS is designed to ensure the quality of the services provided and “adjust” this quality to the expectations of consumers. At the same time, the main task of the QMS is not to control each individual service, but to create a system that will prevent the occurrence of errors leading to poor quality of services.

As a result of creating the necessary conditions, the QMS must ensure that university graduates comply with the requirements of state educational standards, wishes and recommendations of stakeholders. With the proper functioning of the QMS, the costs of training specialists should be optimal.

Success can be achieved by implementing and maintaining a management system designed to continually improve operations while taking into account the needs of all stakeholders.

QMS structure

The QMS consists of the following elements: organization; processes; documentation; resources.

According to ISO definitions, an organization is a group of people and necessary facilities, with a distribution of responsibilities, powers and relationships.

A process is a set of interconnected and interacting elements of activity that transform “inputs” into “outputs”. Very often, the “inputs” of a process are the “outputs” of other processes.

The concept of procedure is important for the QMS. A procedure is a stated way of carrying out an activity or process. A procedure can be called a process (a set of processes). On the other hand, it is a document that describes the rules for executing the process.

Document - information (significant data) placed on an appropriate medium.

QMS resources are everything that quality management provides.

What is needed to create an organization's QMS?

• identify the main processes of activity;
• establish the sequence and interaction of processes;
• determine the criteria and methods necessary to ensure the effectiveness of both work and process management;
• ensure the availability of resources and information necessary to support work and monitor processes;
• observe, measure and analyze processes;
• take measures necessary to achieve planned results and continuously improve processes;

What is ISO?

In the 90s of the last century, the world community moved to a new stage in the development of quality management - quality planning.

The main task facing manufacturers of products and services at this stage is complete consumer satisfaction.

This trend is reflected in the new version of the ISO (International Organization for Standardization) 9000 family of standards.

ISO is an international organization for standardization and is a worldwide federation of national standards bodies (ISO member bodies).

The goal of ISO is the development of standardization principles and the design of standards based on them that promote integration processes in various fields and activities.

The standards developed by ISO are grouped into families. ISO 9000 is a series of ISO standards that are used to create and improve quality management systems of organizations and enterprises.

• ISO ISO 9001. Contains a set of requirements for quality management systems. The current version is ISO 9001:2008. Quality management systems. Requirements".
• ISO 9000. Glossary of terms about the management system, set of principles of quality management. The current version is ISO 9000:2005. Quality management systems. Fundamentals and vocabulary."
• ISO 9004 Provides guidance for any organization to achieve sustainable success in a complex, demanding and constantly changing environment through a quality management approach. The current version is ISO 9004:2009. Management for achieving sustainable organizational success. Approach based on quality management."
• ISO 19011. Standard describing methods for conducting audits in management systems, including quality management. The current version is “ISO 19011:2011 Guidelines for auditing management systems”.

Russian versions of standards:

GOST ISO 9000-2011 - analogue of ISO 9000:2005 (prepared by the open joint-stock company "All-Russian Scientific Research Institute of Certification" (JSC "VNIIS") based on the application of GOST R ISO 9001-2008)
GOST ISO 9001-2011 is an analogue of ISO 9001:2008 (prepared by the open joint-stock company All-Russian Scientific Research Institute of Certification (JSC VNIIS) based on the application of GOST R ISO 9001-2008).

One of the most important aspects of these standards is their universality and their use by enterprises of various forms of ownership. All of them contain standards and requirements that the quality management system must comply with, regardless of whether it is certified or not. It is for these purposes that the International Standards ISO 9000, ISO 9001, ISO 9004 are used. GOST R ISO 19011-2012 is used to regulate the organization and conduct of audits.

The quality management system at the enterprise must operate on the principle of continuous improvement of the quality of all organizational processes. The main thing is to monitor not only the quality of the product itself, but also the level of qualifications of the personnel, and how the adopted development strategy is implemented. Quality can be determined quantitatively: by the company’s financial indicators and the ratio of positive and negative customer reviews.

Using ISO 9000 quality system

The QMS can be certified according to the ISO 9000 standard, which includes a whole series of standards.

The system involves an external audit by a certifying body at the enterprise. Now in our country this procedure is not mandatory, but the presence of such a certificate indicates the reliability of the company to clients, partners, and the state. Participation in international and national tenders, for example, is impossible to imagine without an ISO 9000 certificate. The certificate, which is issued in Russia, is issued according to the GOST R ISO 9000 standard. To obtain it you will need a whole set of documents: OGRN, certificates from the tax office on registration of changes in the constituent documents of the company, INN, OKVED codes, extract from the Unified State Register of Legal Entities, charter of the organization and all changes , which were included in it, the memorandum of association and licenses with the types of activities permitted for the company. The documents will need to provide information about the organization (address, bank details), as well as describe the complete structural diagram of the company, including various divisions. A detailed description of the organization's personnel, indicating the education and length of service of employees, is also required. Registration of the certificate will take from three weeks to two months.

Obtaining a document valid for three years will cost 100-500 thousand rubles. depending on the system in which it is issued.

The introduction of a quality management system at an enterprise will help not only improve the company's reputation. The QMS helps to avoid errors in production; in addition, by optimizing all life processes of the enterprise, costs are reduced. If everything is done correctly, the financial condition of the company should improve. Openness to external audit forces managers to take into account the opinions of ordinary employees, which leads to team unity and greater focus on a specific result.

Basic principles of the enterprise quality management system

There are several principles on which the quality system of any enterprise should be based:

The client's desire is the main thing. Focus on customer needs is fundamental. The company must not just monitor immediate demand, but anticipate the desires of consumers. The foresight of management will allow timely changes to some product parameters, which can make the company a leader in the market segment.

The leader is the main driving force of change. The head of the company must motivate employees to achieve the most positive results.

The approach to management must be systematic. This means that the manager must evaluate both external and internal factors that influence the functioning of the company.

Commitment to continuous improvement. This should become the main motive for the activities of a company that implements a QMS. Of course, research costs and constant auditing require material costs, but new technology, which will be used in production as a result, can, on the contrary, reduce costs and give the company a new impetus for development.

Employees must be involved in the quality management process. The staff must be interested in the work. Employee motivation is one of the most important elements of the quality management system.

Relationships with partners and suppliers should be mutually beneficial. Issues related to the supply of raw materials, or, for example, logistics (which ensures timely delivery of goods to the consumer) should be allocated to a separate area, for which a specific employee will be responsible.