Serious competition has led to the development of quality improvement programs in countries with developed market economies. There was a need to develop objective indicators to assess the ability of firms to produce products with the required quality characteristics. These objective indicators constitute the so-called enterprise quality system.

According to Okrepilov V.V., product quality management at an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality. These actions include input, operational, acceptance and inspection controls.

With the development of economic reforms in Russia, more and more attention is paid to quality.

Currently, one of the serious problems for Russian enterprises is the creation of a quality system that allows for the production of competitive products. The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs. The consumer wants to be sure that the quality of the supplied products will be stable and sustainable.

In the theory and practice of quality management, two problems are identified: product quality and quality management.

Quality assurance is costly. Until recently, the bulk of the cost of quality accounted for physical labor. But today the share of intellectual labor is high.

The problem of quality cannot be solved without the participation of scientists, engineers, managers. There should be a harmonious combination of all components of professional influence on quality.

The importance of product quality lies in the fact that only high-quality products open the export road to solvent Western markets. Special competitions are called upon to play a major role in ensuring the quality of products of Russian manufacturers and their successful competition in world markets.

Various kinds of competitions with the awarding of honorary awards to their winners are widely used in world practice.

The quality system is created to manage the quality of the production of works directly related to product quality (assessment of the quality of development and design of products being introduced; incoming materials; control over ensuring the technological accuracy of equipment used in the production of products; control over the quality of technological processes, timely detection of defects, etc. .d.).

The quality system of an enterprise should take into account the characteristics of the enterprise, ensure the minimization of costs for product development and its implementation. The consumer wants to be sure that the quality of the product will be stable and sustainable.

The quality system is important when negotiating with foreign customers, who consider it a prerequisite for the manufacturer to have a quality system and a certificate for this system issued by an authoritative certification body.

To help organizations implement and maintain effective quality systems, a number of standards have been developed under the general name ISO 9000.

The International Organization for Standardization defines quality (ISO-8402 standard) as the totality of properties and characteristics of a product or service that gives it the ability to satisfy stated or implied needs. This standard introduced such concepts as "quality assurance", "quality management", "quality spiral". Quality requirements at the international level are defined by the ISO 9000 series standards. The first edition of the international standards ISO 9000 series came out in the late 1980s and marked the emergence of international standardization to a qualitatively new level. These standards have intruded directly into production processes, management areas and set clear requirements for quality assurance systems. They initiated the certification of quality systems. There was an independent direction of management - quality management. Currently, scientists and practitioners abroad associate modern quality management methods with the TQM (total quality management) methodology - universal (all-encompassing, total) quality management.

The ISO 9000 series standards established a unified globally recognized approach to contractual conditions for assessing quality systems and at the same time regulated the relationship between manufacturers and consumers of products. In other words, ISO standards are a rigid focus on the consumer with strict adherence to the production culture.

To improve the performance of the organization, eight principles of the quality system are defined in the quality standards:

1. Orientation to the consumer.

Businesses depend on their customers and must understand their present and future needs, meet their requirements and strive to exceed their expectations.

2. Leadership of the head.

To ensure the unity of purpose and direction of the organization, the leader must create and maintain an internal environment in which employees are fully involved in solving the problems of the organization.

3. Involving employees in the work of the quality system to get the most benefit from their abilities.

4. Process approach.

The desired outcome is all the more effective when activities and resources are managed as a process.

5. System approach to management.

Understanding interconnected processes as a system improves the efficiency of organizations.

6. Continual improvement in the performance of the organization as a whole should be seen as its permanent goal.

7. Decision making based on facts.

8. Mutually beneficial relationships with suppliers.

These eight quality management principles form the basis for quality system standards.

Quality management systems can help organizations improve customer satisfaction.

Consumers need products that meet their needs and expectations. These needs and expectations are usually reflected in product specifications and are generally considered customer requirements. Requirements may be specified by the customer in a contract or defined by the organization itself. In any case, the acceptability of the product is ultimately determined by the consumer. As consumer needs and expectations change, organizations are also under pressure from competition and technological change to continually improve their products and processes.

A systematic approach to quality management encourages organizations to analyze customer requirements, identify processes that contribute to obtaining products acceptable to customers, and maintain these processes in a controlled state.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully comply with the requirements.

Analysis of the works of Akhmin A.M. allows us to conclude that the approach to the development and implementation of a quality management system consists of several stages, including:

a) establishing the needs and expectations of customers and other interested parties;

b) development of the organization's quality policy and objectives;

c) establishing the processes and responsibilities necessary to achieve the quality objectives;

d) establishing and determining the necessary resources and providing them to achieve quality objectives;

e) developing methods to measure the effectiveness and efficiency of each process;

e) applying these measurements to determine the effectiveness and efficiency of each process;

g) determining the means necessary to prevent nonconformities and eliminate their causes;

i) developing and applying a process for continual improvement of the quality management system.

This approach is also used to maintain and improve the existing quality management system.

An organization that adopts the above approach builds confidence in the capability of its processes and the quality of its products, and provides a basis for continual improvement. This can lead to increased customer and other interested party satisfaction and organizational success.

The processes required for a quality management system should include management, resource management, product life cycle and measurement processes.

The quality management system documentation should include:

a) documented statements of quality policy and objectives;

b) quality manual;

c) documented procedures;

d) documents necessary for the organization to ensure effective planning, implementation and management of processes.

Top management should ensure that there are certifications and commitments to develop and implement the management system.

quality, as well as continuous improvement of its effectiveness through:

a) communicating to the organization the importance of meeting customer, statutory and regulatory requirements;

b) development of a quality policy;

c) ensuring the development of quality objectives;

d) conducting a management review;

e) providing the necessary resources.

Top management should ensure that the quality policy:

a) is consistent with the objectives of the organization;

b) includes a commitment to meet requirements and continually improve the effectiveness of the quality management system;

c) created the basis for setting and analyzing quality goals;

d) has been brought to the attention of the personnel of the organization and is understandable to him;

e) analyzed for continued suitability.

The organization's top management should ensure that quality objectives, including those necessary to meet product requirements, are established at appropriate departments and levels. Quality objectives should be measurable and consistent with the quality policy.

Top management shall review, at planned intervals, the organization's quality management system to ensure its continued suitability, adequacy and effectiveness. The review should include an assessment of opportunities for improvement and the need for changes to the organization's quality management system, including the quality policy and objectives.

The task of the organization is to determine and provide the resources required to:

a) implementing and maintaining the quality management system and continuously improving its effectiveness;

b) improving customer satisfaction by meeting their requirements.

Personnel performing work affecting product quality must be competent in accordance with their education, training, skills and experience.

The organization must:

a) determine the necessary competence of personnel performing work that affects product quality;

b) provide training or take other actions to meet these needs;

c) evaluate the effectiveness of the measures taken;

d) ensure that its personnel are aware of the relevance and importance of their activities and their contribution to the achievement of quality objectives;

e) maintain appropriate records of education, training, skills and experience.

The control system needs to define, provide and maintain the infrastructure needed to achieve product compliance.

To do this, you need to define:

a) requirements specified by customers, including requirements for delivery and post-delivery activities;

b) requirements not specified by the customer, but necessary for a specific or intended use, when known;

c) legal and other mandatory requirements related to the product;

d) any additional requirements specified by the organization.

In the field of quality management, it is important to analyze the requirements related to the product. This review should be carried out prior to the organization's commitment to deliver product to a customer (e.g. participation in tenders, acceptance of contracts or orders, acceptance of amendments to contracts or orders) and should ensure:

a) definition of product requirements;

b) negotiation of contract or order requirements that differ from those previously formulated;

c) the organization's ability to meet specified requirements.

Records of the results of the analysis and subsequent actions arising from the analysis should be maintained.

If customers do not make documented requirements, the organization shall confirm them with the customer before acceptance.

If product requirements change, the organization shall ensure that the relevant documents are corrected and that the affected personnel are made aware of the changed requirements.

Fundamental to the organization is the identification and implementation of effective customer communication measures relating to:

a) product information;

b) passing inquiries, contract or order, including amendments;

c) customer feedback, including customer complaints.

In addition to the costs of designing and manufacturing a product, they include the costs of customer service and maintaining a given level of quality during the warranty period. All listed costs are the total costs of the supplier. The difference between the selling price and its cost is equal to the income from the sale of one product.

Traditionally, quality costs were determined by summing the costs of the producer and the consumer. This point of view on the cost of quality in determining the optimum cost of quality does not reflect new realities and does not allow seeing the benefits for the manufacturer, for example, increasing profits by increasing the value of the product for the consumer or increasing the cost of rejection prevention by reducing the costs of control and inspection.

The development of engineering and technology over the last two decades of the twentieth century has made it possible to create industries that provide a minimum variation in product parameters through the introduction of new methods of product design, production preparation, new technologies and quality management.

According to researchers, about 80% of all defects that are detected during the production and use of products are due to the insufficient quality of the processes for developing the product concept, designing and preparing for its production. Approximately 60% of all failures that occur during the warranty period of a product are due to erroneous, hasty and imperfect development.

ISO 9000 series, TQM, LSUK allow you to create a product with a high level of quality at an early stage of the product life cycle. The producer of goods (services) needs to know the costs in order to have information for making the best decision. Where to "look" for low quality costs? To achieve your goals, you should find out the costs of the manufacturer with poor product quality. In the initial assessment, it is usually, using the traditional approach, to determine the costs of:

Alteration;

Tests;

Control;

Return from consumers;

Product recall.

The costs listed above are typically 4-5% of sales.

If you want to get a complete picture of losses due to the low level of company activity, then, in addition to traditional ones, you need to take into account hidden costs for:

Delays in the implementation of plans;

Discounts for consumers on non-compliance;

Additional transportation;

The urgency of correcting inconsistencies;

Incomplete fulfillment of accepted orders;

Refinement of the design of non-conforming products;

The need to produce an additional volume of products for rapid replacement;

Unused production facilities.

At the same time, it is clear that the traditional part of the costs, in essence, is only the visible part of the iceberg, constituting 15-20% of the total costs.

It is important to note that the costs due to poor quality can be completely eliminated if each activity is constantly carried out without any discrepancies.

On fig. 1.2.1. presents the costs that arise when the quality of products is low.

The cost of assessment and quality control will be justified provided that the non-conformity is detected before the product reaches the consumer.

Rice. 1.2.1.

These actions can be:

Testing products or checking documentation before it is handed over to the consumer;

Checking documents to correct errors before they get to the mail;

Monitoring the operation of equipment for suppliers;

Checking reports or correspondence;

Checking prepared invoices before sending them to consumers for payment.

Identification of nonconformities at this stage includes significant costs for failures and failures in the future, and also helps to develop more effective control methods.

The main task of this stage is to eliminate excess costs.

The costs of nonconformities identified within the company are due to the repair of products, the replacement of nonconforming parts, or the reworking of improperly performed work. All these works are usually invisible to the consumer. Examples of such actions could be:

Replacement of stamped products that do not meet technical requirements;

Restoration of damaged surfaces;

Re-calculation due to computer failures;

Replacement of components damaged during inter-shop movements;

Re-registration of individual parts of the project;

Processing to ensure timely implementation of the plan;

Correction of errors in databases;

Keeping an excess stock of components to replace defective ones;

Write-off of products that do not meet the established requirements.

Additional time to correct errors in invoices for payment;

Correction of errors in specifications and drawings, etc. These

costs can affect customer service indirectly.

Costs of nonconformities identified outside the company. These inconsistencies directly affect the interests of consumers, and their elimination is usually especially expensive. Costs in this category can be caused by the following obligations:

Satisfaction of warranty claims;

Investigation and satisfaction of complaints;

Reducing the possible level of dissatisfaction due to product recalls;

Fulfillment of unreasonably assumed obligations;

Correction of errors in accounts;

Replacement or repair of damaged or lost goods;

Servicing passengers of canceled or delayed flights;

Refusal to provide discounts due to delays in payment of invoices issued by your suppliers;

Departure of specialists directly to the consumer in case of malfunctions;

Compensation for losses to the consumer caused by untimely fulfillment of obligations.

It should be noted that consumers and the market determine the quality, and this, in turn, leads to an increase in the profits of enterprises, and the lower the cost of quality, the higher the profit of the enterprise.

The company "Toyota" distinguishes the following stages of activity in the field of quality assurance: product planning, product design, production preparation, production, production control, sales and service, quality control in operation. At the same time, certain responsibilities and actions of each unit are a guarantee of quality at these stages.

If we imagine the activities of the enterprise vertically (Fig. 1.2.3), then in this case, the relevance of cost management is obvious.

They are formed both from the bottom up and from the top down, differing in composition, size, method of formation and attribution to the product.

The figure helps to understand that quality costs are associated not only directly with the production of products, but also with the management of these productions.

The costs of correcting defects and inconsistencies are usually present in every department of the organization working even in the non-material sphere. They should not be taken as normal, they should be minimized.

Depending on the goals, tasks of quality cost analysis and the possibilities of obtaining the necessary information, management methods may be different, since this may be influenced by the passage of products through a certain stage of the enterprise's activity.

Control and analysis of the implementation of the organizational project of the UK and its improvement:

Control over the implementation of the organizational project (acts, control cards, etc.);

Adjustment of the course of implementation of the organizational project (according to the results of control) (orders, instructions, additions, changes, etc.);

Analysis of the implementation of the organizational project of the UK (certificates, recommendations, etc.);

Carrying out acceptance and transfer works (act);

Organization and certification of IC (application; set of documentation; certificate);

Assessment of the actual effectiveness of the SC (final calculation);

Carrying out work on the development and improvement of the SC (improved organizational project).

Fig.1.2.2.

The design stage of the development of SC includes the stages of work aimed directly at the creation of working projects of these systems. The working draft of each system, as a rule, is developed in accordance with the TOR and is a set of NTD, NMD and other documentation necessary to create, carry out acceptance and transfer works and implement the system, achieve goals and certify the system, as well as ensure the further normal functioning of the system .

Directly during the design is carried out:

1. Selection of a set of NTD, NMD and other necessary literature and documentation, analogue samples, similar to the SC.

2. Development of project documentation, first technical, and then working projects. Sections of the technical project, their content were worked out quite well earlier. Moreover, the practice of developing the CS of the Criminal Code has shown, especially in relation to medium and small enterprises, and further improvement of these systems has confirmed that it is objectively possible to confine ourselves to creating only a working draft. The technical project can be borrowed in the main STP for the system in the first edition, for the SC - either the first edition of the STP "SK. SO UK. Basic provisions", or the first edition of the RD "General Quality Guide".

Fig.1.2.3.

It should disclose the structure of the system, the quality policy, the principles of QM, the procedure for maintaining the system in working condition and its improvement.

The development of the working design documentation of the SC is carried out in two sub-stages: at the first stage, documents are developed for the SD of the UK, which is the same for each of the SCs, at the second - documents directly for the SC of each type in accordance with the specific model chosen for it.

The final stage of the creation of the SC is the stage of implementation (implementation) of organizational projects, on which the effectiveness and achievement of the goals of each system largely depends. This stage consists of the following steps, which include:

1. project implementation:

Issuance of an order on the commissioning of the approved design documentation for both the SO of the UK and the SC of products of each type, as well as on the implementation of measures for their implementation. The order should indicate the tasks of managing the enterprise and the working structures of the UK, the timing of the implementation and implementation of activities and the required results;

Implementation of activities for the implementation of working projects, special attention is paid to the implementation of activities aimed at certification of the IC. Obtaining a certificate for such a system is an official recognition of the functioning of an effective system for ensuring proper CP;

Stimulation of the implementation of working projects, which should be carried out in every possible way, combining them with measures for the introduction of new technology;

2. control and analysis of the implementation of working projects of the UK:

Control over the implementation of project documentation. It should be carried out by the GRC and the leaders of the respective SCs. Forms of reflection of control can be different (for example, in acts, control cards, orders, etc.);

Analysis of the implementation of working projects of the UK. It consists in collecting information, studying it and evaluating the results of implementation. On their basis, it is necessary to establish the compliance of the level of organization and implementation of the implementation of the implementation of the goals and requirements of the SC. To do this, it is necessary to carry out a comprehensive assessment of the actual effectiveness of the implemented activities within a particular SC.

The inclusion of new elements in the SC can be carried out in connection with the setting of new goals and objectives of the system, due to changes, for example, in demand, needs, prices and the situation in the sales markets.

Based on the results of the analysis of the quality system, as a rule, a report is drawn up and a current task is developed for improving the quality management system, which should include the following sections: the basis for improvement; characteristics of the current system; the purpose and objectives of improving the system; clarification of the composition and content of the functions of the system during its improvement; the structure of the plan to increase the CP (or the program "Quality"); terms of formation of the project of the improved system; main normative and methodological sources; the prospect of continuing work; additional instructions; applications (lists of units and persons with whom the STP and other NTD systems must be coordinated).

The implementation stage includes the development of an implementation plan for the improved design and its implementation.

Thus, the quality is determined by the action of many random factors. To prevent the influence of these factors on the level of quality, a quality management system is needed. The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties. It gives confidence to the organization itself and customers in its ability to deliver products that fully meet the requirements.

Product quality management in an enterprise is the actions carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality.

The quality system should take into account the characteristics of the enterprise, ensure the minimization of product development costs.

The quality system covers such elements as management and production functions, production and organizational structures, management technology, work processes, methods, information, etc.

To improve the performance of the organization, the quality standards define eight principles of the quality system, such as customer orientation, managerial leadership, involving employees in the work of the quality system to obtain the greatest benefit from their abilities, process approach, a systematic approach to management, continuous improvement of the organization's activities ( should generally be seen as its enduring goal), fact-based decision making, mutually beneficial relationships with suppliers. These eight quality management principles form the basis for quality system standards.

The quality management system can be the basis for continual improvement in order to increase the likelihood of increased satisfaction for both customers and other interested parties.

Top management should ensure that customer requirements are identified and met to improve customer satisfaction.

The task of the organization is to identify and provide resources,

required for the implementation and maintenance of the quality management system, as well as the continuous improvement of its effectiveness, and the improvement of customer satisfaction by meeting their requirements.

Fundamental to the organization is the identification and implementation of effective measures to maintain communication with customers regarding product information; passing inquiries, contract or order, including amendments; feedback from consumers, including consumer complaints.

Economic categories of quality are manifested through the manufacturer's profit from the sale of a quality product and through the costs of the manufacturer to ensure the quality expected by the consumer. Consumers and the market determine quality, and this, in turn, leads to higher profits for enterprises.

Plan

I Introduction

II. Main part

Essence of concepts:

1. "Quality"

2. "Quality Management"

3. "Quality assurance"

III. Conclusion

IV. Bibliography

Introduction

The problem of quality is relevant for absolutely all goods and services. This is especially acute in the transition to a market economy. Russian entrepreneurs need to be ready to work in a highly competitive environment today. Enterprises of any form of ownership that do not pay attention to quality issues will simply be ruined; no protectionist measures of the state will help them.

The difficulties of the Russian economy are manifested not only in a decrease in production volumes, mutual non-payments, but also in its qualitative characteristics. The technology of domestic production, the technical level of capital equipment, as a rule, is much lower than in industrialized countries. But even if the modernization of production is carried out quickly enough, new technologies are created, it will be possible to justify these investment costs only through the production of competitive products or services that are in demand by the consumer.

Examples of the development of advanced industrial countries show that the solution of quality problems should become a national idea, be of a universal nature, which requires mass education and professional training of all sectors of society, from an ordinary consumer to a leader at any level.

1. The essence of the concept of "quality"

What is quality? The question of the definition of the term "quality" is given a lot of space both in our and in foreign scientific literature. As a philosophical category, quality expresses its essential certainty, which is inseparable from the being of an object, due to which it is precisely a given, and not another object.

Quality- the degree of conformity of inherent characteristics (physical, organoleptic, ethical, temporal, ergonomic, functional) with one's own or assigned, qualitative or quantitative, needs or expectations that are established and usually assumed or mandatory

Dynamics of quality concepts (on examples)

Author	Statement of the definition of quality
Aristotle (3rd century BC)	- Difference between subjects; - Differentiation on the basis of "good-bad";
(XIX century AD)	Quality is first of all a determinateness identical with being, so that something ceases to be what it is when it loses its quality;
Chinese version	The hieroglyph denoting quality consists of two elements - “balance” and “money” (quality = balance + money), therefore, quality is identical to the concept of “upscale”, “expensive”;
	- Quality has two aspects: - Objective physical characteristics; - Subjective side: how “good” the thing is;
Ishikawa K. (1950)	- Quality - a property that really satisfies consumers;
Juran J. M	- Suitability for use (fit for purpose); - Subjective side: quality is the degree of consumer satisfaction (to implement quality, the manufacturer must find out the requirements of the consumer and make his product such that it meets these requirements);
GOST 15467-79	- Product quality - a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose;
International Standard ISO 8402-86	- Quality - a set of properties and characteristics of a product or service that give it the ability to satisfy stated or implied needs.

There are also quite a large number of specific economic interpretations of the concept of quality. In particular, the American professor H.D. Harrington writes that quality- is meeting the consumer's expectations at a price that he can afford when he needs it, and high quality is exceeding the consumer's expectations at a lower price than he expects.

The concept of product quality is very important in practice, therefore it is regulated by GOST 15467-79 “Product quality management. Basic concepts. Terms and Definitions". According to this regulation, quality is understood as a set of product properties that determine its suitability to satisfy certain needs in accordance with its purpose.

In accordance with the international standard ISO 9000:2000 quality – it is a set of properties and characteristics of a product that give it the ability to satisfy conditional or implied needs. The international standard defines quality as a set of characteristic properties, form, appearance and conditions of use that goods must be endowed with in order to meet their purpose. All these elements are determined by the quality requirements, which are embodied at the design stage in the technical characteristics of the product, in the design documentation and specifications, which provide for the quality of raw materials, structural dimensions, combination of shades, gloss, etc.

Quality as a category of management - an integral concept that characterizes the effectiveness of all aspects of the life of an enterprise from the process of developing a strategy, marketing, and further, including all stages of the life cycle of a product or service.

Product quality (including novelty, technical level, absence of defects in execution, reliability in operation) is one of the most important means of competition, gaining and maintaining market positions. Therefore, companies pay special attention to ensuring high quality products, establishing control at all stages of the production process, from quality control of the raw materials and materials used to determining the compliance of the released product with the technical characteristics and parameters, not only during its testing, but also in operation, and for complex types of equipment - with the provision of a certain warranty period after the installation of the equipment at the customer's enterprise.

2. The essence of the concept of "quality management"

The desire to stimulate the production of goods that are competitive in world markets initiated the creation of a new organization-wide method of continuously improving the quality of all organizational processes, production and services. This method is called - total quality management.

"Quality control" (ISO 9000:2000) is defined as: "The part of quality management aimed at fulfilling quality requirements."

Quality management includes methods and activities of an operational nature aimed at both monitoring processes and eliminating the causes of unsatisfactory performance at all stages of the quality loop in order to achieve economic efficiency. Quality management is reactive. Techniques such as inspections, product performance monitoring, process monitoring, etc., are used to evaluate performance, often using statistical methods. If the requirements are not met, then corrective actions are taken to eliminate the causes.

Quality management, in the simplified sense of the term, refers to the means of an operational nature that are necessary to satisfy quality requirements.

Product quality management combines all stages of the product life cycle - from market research to the final satisfaction of consumer requirements: marketing, search and market research; development of technical requirements, product development; logistics; preparation and development of production processes, production; control, testing and surveys; packaging and storage; sales of products; installation and operation; technical assistance and service; disposal after use.

The product quality management process consists of the following operations:

1) development of a program for management, planning, improving product quality;

2) collection and analysis of information about the state of any object that affects the quality;

3) development of managerial decisions on quality management and preparation of impacts on the facility;

4) issuance of managerial influences;

5) analysis of information about changes in the quality of the object, which are caused by managerial influences.

An important element in product quality management is standardization, the main task of which is to create a system of normative and technical documentation that defines progressive requirements for products.

Regulatory requirements for product quality are established by the state standard and technical conditions necessary for the production and release of products.

Total Quality Management is a management system based on the production of quality products and services from the point of view of the customer. TQM( Total Quality Management- the philosophy of total quality management, successfully launched many years ago in Japan and the United States with the practice of awarding companies that achieve the highest quality of their products) is defined as a quality-focused, customer-focused, fact-based, team-driven process. TQM is aimed at the systematic achievement of the strategic goal of the organization through continuous improvement of work. TQM principles are also known as "total quality improvement", "world-class quality", "continuous quality improvement", "total service quality" and "total quality management".

Introduction

In the conditions of market relations, the success of a company depends on the degree to which it satisfies the requirements of customers. Only in this case the company will have a steady demand for its products and make a profit. And the degree of satisfaction of the requirements of consumers by the corresponding products is determined by its quality. Product quality is the main factor of its competitiveness.

Solving the problem of improving product quality requires, first of all, a clear understanding of quality as a subject of economic science.

Taking into account the complex, multidimensional nature of the concept of "product quality" and the constantly changing requirements of consumers to it, manufacturers are faced with the task of ensuring the required quality and managing it throughout the life cycle of products, and this requires appropriate knowledge in the field of quality management and trained in this area of ​​expertise.

Russia's integration into the world economic system, successful competition with other countries are unthinkable without a significant improvement in the quality of domestic products. And this is possible only if the improvement of product quality becomes the main task of production, the solution of which will involve all spheres of production and economic activity and all levels of enterprise management. This work should be supervised by qualified specialists with relevant knowledge in the field of quality at the level of international requirements.

1. The objective need for product quality management in modern conditions

The role and importance of quality is constantly growing under the influence of the development of production technologies and human needs. The rise in the level of culture and education every day makes consumers more choosy and picky.

In ensuring competitiveness already in the 80s of the XX century. quality requirements have become decisive. More than 80% of buyers purchasing products on the world market now prefer quality to the price. Experience shows that it is objectively necessary that the cost of quality be at least 25-30% of total production costs.

The quality of products is associated with the possibility of lending, investment, and the provision of benefits. For example, in a number of European countries there are laws according to which some goods are generally not allowed on the market without a quality certificate confirming compliance with the requirements of the standards of the international organization for standardization - ISO, other, uncertified goods, must be sold at half the price.

The concept of quality is defined by the ISO standard as a set of properties and characteristics of a product or service related to its ability to fulfill stated and implied needs.

Product quality is the material basis for satisfying both the production and personal needs of people, and this determines its unique social, economic and social significance. The higher the quality of products, the more wealth a society has and the more material opportunities it has for its further progress.

Another formulation of the concept of quality is based on several different points of view, with the help of which it is possible to reflect the whole multidimensionality of this concept:

1. In terms of an objective assessment of product properties, quality can be accurately measured. Differences in quality can be quantified through certain product characteristics.

2. From the point of view of the buyer, the quality of the product is determined to a greater extent by the subjective assessment of the consumer and to a lesser extent by the characteristics of the product itself. Individual buyers have different needs, and those products that best meet these needs are considered to be of the highest quality.

3. From the point of view of the production process, quality is the adherence to specifications, and every deviation from them leads to a decrease in quality. The highest quality implies a well-done job, the result of which fully meets the requirements.

4. From the point of view of the ratio of price and utility, quality is expressed through costs and prices. A quality product performs a specific function at an acceptable price, and to specification at an acceptable cost.

All these aspects of the problem are present. However, the economic aspect of quality is decisive among others, and studies of other aspects will be of practical importance only if they are carried out on an economic basis. Therefore, the solution of the problem of ensuring the quality of products requires, first of all, a clear idea of ​​quality as a subject of economic science.

There are the following main reasons why the problem of quality assurance is so relevant in modern production:

Quality is the main criterion for making a purchase for the most significant buyers. Losing an order due to insufficient quality is much worse than losing an order due to too high a price: you can lose a client forever;

The quality is all-encompassing. The company implements many individual activities to resist competition. Quality and quality management systems offer a set of measures covering all stages of the production process - product policy, planning, marketing, sales, personnel, innovation and technology - in order for an enterprise to successfully operate in the market;

Quality is the main tool for reducing costs. It is always cheaper to do it right the first time than to correct a mistake afterwards;

Quality leads to the strengthening of the company's position in the market. In open and liberalized markets, goods and services are becoming more and more substitutable. The level of quality of goods becomes decisive.

Improving product quality is the most important way to increase production efficiency. Production efficiency is determined by the ratio of the results obtained and the costs incurred. Efficiency can be increased in two ways: by reducing production costs or by increasing the social significance of the results of labor, which can increase not only by increasing the quantity of products, but also by improving their quality. The first path has certain boundaries, the second is practically unlimited.

The growth of product quality has two kinds of limiters: scientific and technological achievements and the production potential of society, which determines the amount of total social labor costs required to create and use products. Society is not indifferent to the amount of labor that is required to create a specific product and satisfy social needs with it. From an economic point of view, not any improvement in the quality of products is expedient, but only one that meets social needs and satisfies these needs at the lowest cost. High product quality is evidence of achieving maximum labor savings to meet a certain need by optimizing labor costs at the stages of manufacturing and consumption of products.

As the quality of products decreases, the need for additional labor costs in society to meet the corresponding need increases. Thus, with a decrease in the reliability and service life of technical devices, the cost of repairs and maintenance increases. If this applies to household appliances, then the loss of working and free time, arising from the need to repair it, increases.

Improving the quality provides a significant cost savings for enterprises and firms - manufacturers of products. Despite the initial outlay, the cost savings are so great that firms can price their products down, greatly increasing their competitiveness by increasing their market share while maintaining or even increasing profits. The analysis showed that an increase in investments in improving product quality by 2% at the design stage gives a profit increase of 20%. The return on investment in improving product quality is about 900%.

Of course, the costs of ensuring and improving the quality of products in different firms in different countries can vary significantly. In the United States, the cost of improving product quality averages 3-5% of product sales, in Western Europe - 6-8%, in Japan - 3%.

Two aspects of production - quality and quantity - are interchangeable within certain limits in meeting social needs. A single unit of production with a given level of quality is able to satisfy a single need. The entire volume of the satisfied need for a given product is determined by the product of its quantity by the level of its quality. Thus, a given volume of needs can be satisfied with a smaller quantity of products with a higher quality.

In most cases, the improvement in quality stimulates the growth of consumption volumes and, consequently, production. This is due to the fact that a new, higher quality is not only created to meet a higher need, but also changes the nature of existing needs or generates new ones and gives impetus to the development of social production and an increase in the standard of living of people.

There is an erroneous opinion that with a shortage of products, its quality fades into the background, because. everything that is produced is bought. But low-quality products cannot reduce the shortage, because is able to satisfy a specific need far from completely in terms of the entire set of consumer properties and for a short time, if such quality indicators as persistence and durability are reduced. At the same time, the required mass of goods increases.

Moreover, the low quality of this type of product can cause a shortage of other types. Thus, the shortage of passenger cars may be the result of not only limited capacities for their production, but also the low quality of the metal; shortage of automotive fuel - a consequence of its high specific costs due to low-quality engines; the shortage of shoes made of genuine leather is largely the result of the poor quality of raw materials due to poor care of livestock, etc.

Improving the quality is equivalent to increasing the volume of output without additional costs of resources. Calculations have shown that the efficiency of investments aimed at improving the quality of products is about 2 times higher than the efficiency of spending on increasing the volume of its production.

The most reliable way to meet the needs of goods is to improve quality.

A developed commodity market solves the problem of quality simply: a low-quality product does not find a consumer. Under these conditions, product quality is the main indicator of its competitiveness.

The stable position of firms in the market in a competitive environment is ensured by the stable maintenance of the level of quality of products. The constant release of high-quality products enables large corporations to receive government orders, participate in national programs and projects, which provides a guaranteed sales market.

In conditions of intense competition, the market position of small and medium-sized firms depends entirely on the quality of their products. If the position of large companies seems almost unshakable, because, having failed in the production of one type of product, they can compensate for it with success in the production of another type, then the production of low-quality products by small firms, whose range is most often limited, can lead to complete bankruptcy. In addition, small and medium-sized firms are often suppliers of large corporations, which impose strict requirements on the quality of the supplied products. The contract is concluded only with firms that have proven their ability to produce high-quality products.

The determining value of quality in the competitiveness of products is confirmed by the following fact. In a study of 200 large US firms, 80% of respondents answered that product quality is the main factor for its implementation. Not a single firm has put the price in the first place.

In recent years, the problem of quality in developed countries has ceased to be the concern of individual firms, but is seen as a national problem. Thus, the problem of product quality management is considered as the most important national task in Japan, in the United States annual "quality months" are organized, in Sweden, by decision of the government, national quality campaigns are held, in the Netherlands a nationwide five-year plan for improving product quality is being developed.

Such close attention in developed countries to product quality is explained by the action of the objective reasons mentioned earlier, as well as changes in the conditions, forms and methods of intensified competition for sales markets between leading firms from different countries. The catalyst is the "Japanese phenomenon" in the field of product quality. Japanese firms have practically squeezed out competitors in the world market of audio and video equipment, watches, and cameras;

Most countries are making great efforts to improve the quality of their products and thereby defend their prestige and position in the world market in a fierce struggle against competitors from Japan. Industrial firms from various countries are adopting Japanese experience in organizing production and quality management.

The problem of quality is especially acute and requires its solution in our country. This problem is old for us, it arose even in the conditions of a directive economy, when all work to ensure and improve the quality of products was planned and controlled from above. However, at the same time, consumer requirements were poorly taken into account and product quality was assessed by its compliance with the requirements of regulatory documents, which most often lagged behind consumer requests. With the monopoly position of manufacturers and the absence of a powerful market incentive for qualitative growth - competition - they were not interested in improving the quality of products, in spending additional financial resources for these purposes. The situation with product quality was then aggravated by the growing shortage of goods, when demand increasingly exceeded supply, and the consumer, deprived of choice, was ready to buy a product of any quality and at a dictated price (although the prices were affordable). Since our producers practically did not enter the foreign market (with a few exceptions), there was no external competition and there was no need to compare the quality of our goods with the goods of other countries.

Now, when the market is saturated with imported goods, the problem of quality is faced by our producers in full growth. Without its solution, our products will not be sold either within the country or on the world market.

2. Enterprise strategy in product quality management

Product quality management, as can be seen from the history of its development, is not just a control of quality parameters and the causes of their deviations - it is a management activity covering the life cycle of products, systematically providing strategic and operational processes for improving product quality and the functioning of the quality management system itself.

Today, most enterprises do not have a conscious strategy for the implementation and development of quality systems, as evidenced by quality policies, from the content of which it is often difficult to understand what quality goals are set for the organization and, most importantly, how these goals are supposed to be achieved. At the same time, it should be noted that not only in quality management, but also in the management of organizations as a whole, the definitions of the concept of "strategy" need to be clarified.

Some difficulties with the definition of the concept of "strategy" are due to the fact that very often the strategy is understood in a sense close to the "strategic plan". Such a substitution of concepts is not only incorrect from the point of view of terminology (why use two different terms for the same phenomenon?), but also poses a kind of threat to the organization. After the mission and vision are defined in the organization, its strategy is determined. The concept of "strategy" is historically associated with the art of leading the struggle - military, social, political. It was assumed that the developer of the strategy - the strategist - is dealing with an intelligent, cunning and unpredictable opponent.

The organization's strategy is a set of principles that consistently guide organizations in the process of their movement from the initial state to the ideal project, determined by the mission of the organization.

A well-designed strategy directs the enterprise to a long-term existence.

The manufacturer, creating a competitive product, applies various strategies:

To achieve the difference between the company's products in the eyes of buyers from the products of competitors;

Choose from the goods planned for production one that is the most attractive to all buyers, and on this basis make a breakthrough in the market;

Find new uses for manufactured goods;

Timely withdraw economically inefficient goods from the sales program of the enterprise:

Find access to new markets, both with old and new products;

Modify manufactured goods in accordance with new tastes and needs of customers;

Regularly develop and improve the service system for the goods sold and the sales promotion system as a whole;

According to some experts, most organizations do not have a strategy for the development of quality systems, which indicates a lack of understanding by the leaders of organizations of the benefits that can be derived from the implementation and development of a quality system. In general, agreeing with this point of view, we propose to clarify its wording: perhaps it makes sense to talk not about the absence of a strategy for the implementation and development of quality systems, but about the absence of a quality management strategy (since quality management can be carried out not only on the basis of quality systems ).

Figure 2.1 presents ways to improve product quality. The impact on product quality occurs at all stages of its production and applies to all activities of the enterprise.

Quality management takes place at the state, regional and industry levels, as well as at the firm (enterprise) level. The product quality management mechanism is a set of interrelated objects and subjects of management, the principles, methods and functions of management used at various stages of the product life cycle and levels of quality management. It should ensure the effective implementation of the main functions of quality management, which include primarily such as:

forecasting market needs, technical level and

product quality;

planning to improve product quality;

regulation of product quality requirements and standardization;

development and production of products for production;

technological preparation of production;

organization of relationships on product quality between suppliers of raw materials, materials, semi-finished products and components, manufacturers and consumers of products;

ensuring the stability of the planned level of product quality at all stages of its life cycle;

quality control and product testing;

prevention of defects in production;

in-house certification of products, technological processes, jobs, performers, etc.;

certification of products, works, services, quality systems and productions;

stimulation and responsibility for the achieved level of quality;

internal production accounting and reporting on product quality;

technical and economic analysis of changes in product quality;

legal support of product quality management;

information support for product quality management;

material and technical support of product quality;

metrological assurance of product quality;

special training and advanced training of personnel;

organizational support for product quality management;

technological support for product quality management;

financial support for product quality management.

Figure 2.1 - The main ways (indicators) to improve the quality and competitiveness of the enterprise's products

To characterize the mechanism of product quality management, it is advisable to use a common methodological approach to the structuring of complex economic systems, which involves the allocation of a number of general, special and supporting subsystems in this mechanism (Fig. 2.2). Among the general subsystems of the mechanism for managing product quality, it is necessary to include subsystems for forecasting and planning the technical level and product quality, regulating product quality directly in production, controlling product quality, accounting and analyzing changes in the quality level, incentives and responsibility for quality.

The special subsystems of the product quality management mechanism include subsystems for standardization, product testing, prevention of defects in production, attestation and certification.

The supporting subsystems of the product quality management mechanism include subsystems of legal, informational, material and technical, metrological, personnel, organizational, technological and financial support for product quality management.

In the context of increasing competition, the enterprise is forced to pay more and more attention to quality problems. Consumers of manufactured products are becoming more demanding and expect a high level of quality at low prices. At the same time, buyers are not satisfied only with the manufacturer's statements about the level of product quality. They need confirmation and assurance that quality is being met. And this type of guarantee becomes a certificate confirming the presence of an implemented quality system at the enterprise.

International Organization for Standardization (ISO; The International Organization for Standardization, ISO) group of ISO 9000 standards on quality management and quality assurance. ISO standards are advisory in nature, but more than 90 countries have adopted the ISO 9000 series as national standards. In Russia, ISO 9001, 9002, 9003 and 10011 standards are currently approved as GOSTs. ISO 9000 establishes uniform international standards for a quality management system in any manufacturing or service company.

At present, the State Standardization System has been formed in the Russian Federation, which regulates the processes of constructing, presenting, and distributing standards (GOST, OST, TU) in our country. The composition of regulatory documents on standardization in force on the territory of Russia is determined in the Law of the Russian Federation On Standardization. No other documents that establish mandatory requirements for products (works, services) are standardization documents.

The goals of product standardization are:

Safety of products (works, services) for life, health, property and the environment;

Technical and information compatibility and interchangeability of products;

Quality in accordance with the level of development of science, engineering and technology;

Unity of measurements;

Saving resources;

Safety of economic facilities, taking into account the risk of natural and technological disasters and other emergencies;

Defense capability and mobilization readiness of the country.

The standard applies specifically to the quality system in the form of a documented sequence of actions for the implementation of the production process. It contains requirements for the construction of such a system that would ensure long-term maintenance and improvement of quality.

The main document of the quality system is the quality manual, which includes the content of the quality policy, the limits of applicability, as well as a description of the organizational structure of the enterprise, indicating responsibilities and authorities.

Figure 2.2 - Composition of the quality management mechanism

Compliance with ISO 9000 standards at the enterprise is confirmed by a certificate issued by an independent organization based on the results of the quality system certification. Such a certificate is recognized all over the world and is a sufficient guarantee for the buyer of product quality. The presence of a certificate for the compliance of the company's quality system with ISO 9000 becomes a significant competitive advantage; it can be used as a marketing tool to create the company's image.

In some industries, the ISO 9000 certificate is a prerequisite for normal operation, receiving orders. ISO 9000 standards can be applied to any firm operating in any industry and in any country in the world. Only the filling of the elements of the quality system will be different

Certification is a progressive direction in the development of standardization, the most important mechanism for managing product quality.

Product certification is an activity to confirm the conformity of products to established requirements. The word "certification" (lat.) is translated "to do right."

Certification is carried out in order to:

1) creating conditions for the activities of enterprises in the Russian commodity market, for participation in international cooperation and international trade;

2) assistance to consumers in the competent choice of products;

3) protecting the consumer from the manufacturer's dishonesty;

4) control of product safety for the environment, life, health and property;

5) confirmation of product quality indicators declared by the manufacturer.

Now in Russia there is a national certification system, built in accordance with international norms and rules of ISO and IEC (international economic commission). Certification activities in the Russian Federation are based on the laws of the Russian Federation "On consumer protection", "On certification of products and services" and others regulations.

Products for which a certificate of conformity has been issued in the ROSS system (Russian certification system) are marked with a conformity mark (Fig. 2.3).

Figure 2.3 - Mark of conformity (Russian standard)

At present, abroad, the main proof of confirmation of conformity is a declaration of conformity provided by the manufacturer on his own behalf and under his own responsibility. In the European Union, confirmation is carried out for compliance with European directives. The result of confirmation of compliance for suppliers is the right to put a European safety mark (Fig. 2.4)

Figure 2.4 - European safety sign

The CE marking indicates that the product is not harmful to the health of its users and is also environmentally friendly. However, please note that the CE mark is not a symbol of product quality.

Some products are claimed to carry some kind of "fake" CE mark, which stands for "exported from China" (eng. China Export) and does not certify that the product complies with basic EU regulations. The letters C and E are closer together in these marks than they are in the actual EU conformity mark.

3. Product quality management systems

The term product quality is inextricably linked with such a concept as product quality management, which refers to the activities carried out during the creation and operation or consumption of products in order to establish, ensure and maintain the required level of its quality. Quality management does not always mean ensuring its perfection, as it is focused on the level of quality expected by the market.

The quality management process includes the main activities in the field of quality and is carried out through the implementation of management functions. Figure 3.1 shows the typical stages of the product life cycle, taken into account in the functioning of the quality management system

Quality system

1. Marketing (search and study of risk)

2. Product development

4. Preparation and development of production processes

5. Production

6. Control

7.Packing and storage

8. Implementation and distribution

9. Installation and operation

10. Maintenance assistance

11. Disposal

Quality planning

Quality control

Quality assurance

Quality improvement

3. Logistics

Figure 3.1 - Quality system and quality loop.

The concept of a quality loop is central to the organization of all enterprise quality activities, which is reflected in ISO 9000 standards. Ignoring or insufficient attention to quality at any stage of the quality loop inevitably leads to a loss of competitiveness of products and the enterprise as a whole.

Quality management systems are an organic combination of economic, legal and other factors that affect quality. With the help of innovations, one can not only avoid conservatism and stagnation in the development of an integrated approach to quality, but also consciously and confidently move on. In quality systems, innovations are divided into two groups:

functional;

systemic.

Functional innovations include innovations that affect the tasks of one of the quality management functions and do not require structural changes in the system. In the extreme case, the need for structural changes is so small that they can be avoided.

System innovations include innovations that affect not one but several quality management functions and necessitate changes in the content of the system elements. System innovations may concern one function, but in terms of the impact they affect other functions, which leads to the need to make changes to them.

3.1 Development of product quality management systems in the USSR

The restoration and development of industry in the USSR in the 1920s, the increase in the scale of production set the task of improving the methods of control of finished products, so from that time statistical control methods began to be developed and implemented in the USSR, special control charts and methods of selective control appeared.

In the 1930s and 1940s, new requirements for the quality of products, especially for military purposes, led to the further development of individual elements of quality management and the introduction of more complex methods for ensuring it. In the post-war period, technological progress necessitated the development and production of high-quality products in a short time. This led to the creation of quality management techniques and the development of new ways to improve it.

Quality management was first introduced in industries that ensure scientific and technological progress - radio engineering, chemistry, aviation, rocket technology.

The beginning of a systematic approach to product quality management in our country is considered to be the development and implementation in 1955 at the Saratov Aviation Plant of a system for defect-free manufacturing of products (BIP) and its delivery to the quality control department and customers from the first presentation (Table 3.1).

The BIP system was a complex of interrelated organizational, economic and educational activities that created favorable conditions for the manufacture of products without defects in accordance with the requirements of regulatory and technical documentation (NTD).

The system worked according to the principle “there is a defect - there is no defect”, not taking into account the variety of shortcomings and the varying degree of their influence on the quality of the products manufactured by the enterprise.

The Lvov version of the Saratov system - the system of defect-free labor (SBT) - was first developed and implemented at the Lvov Telegraph Equipment Plant and some other enterprises in Lvov in the early 1960s.

The purpose of the system is to ensure the production of products of excellent quality, high reliability and durability by increasing the responsibility and stimulation of each employee of the enterprise and production teams for the results of their work.

Lvov SBT, like the Saratov BIP system, extended mainly to the stage of product manufacturing.

BIP and SBT eliminated negative subjective causes; the elimination of objective causes began with the following modifications of quality systems.

The KANARSPI system (quality, reliability, resource from the first products) was developed and first introduced at machine-building enterprises in the city of Gorky (Nizhny Novgorod) in 1957-1958. In this system, emphasis was placed on improving the reliability of products by improving the technical preparation of production, the work of design bureaus and technologists, who accounted for 60–85% of defects detected during product operation.

Table 3.1 - Development of quality systems in the USSR

The introduction of the CANARSPI system at a number of enterprises in the Gorky region made it possible to:

Reduce the time for bringing new products to a given quality level by 2-3 times;

Increase the reliability of manufactured products by 1.5–2 times and increase the resource by 2 times;

Reduce labor intensity and the cycle of installation and assembly work by 1.3–2 times.

Planning for improving product quality and managing production according to this criterion, as well as spreading attention to quality throughout the entire life cycle of products, have been developed in the NORM system (scientific organization of labor to increase motor resources).

The NORM system was developed and first introduced at the Yaroslavl Motor Plant in 1963–1964. The purpose of the system is to increase the reliability and durability of manufactured engines.

The NORM system is based on the principle of consistent and systematic monitoring of the motor resource level and its periodic increase by increasing the reliability and durability of parts and assemblies that limit the motor resource; the main indicator in the system is the engine resource before the first overhaul, expressed in hours. The growth of this indicator in the system is planned.

The introduction of the NORM system made it possible to increase the resource of Yaroslavl engines before the first overhaul from 4 thousand hours to 10 thousand, increase the warranty period of the engine by 70% and reduce the need for spare parts by more than 20%.

An integrated product quality management system (QMSQP) is a set of measures, methods and means by which it is purposefully established, provided and maintained at the main stages of the life cycle (planning, development, production, operation or consumption) the level of product quality that meets the needs of the national economy and the population. The complexity of the system is also manifested in the fact that it allows you to manage quality at the main stages of the product life cycle: the stages of research, design and manufacture; during the period of circulation and implementation; stage of use or consumption.

The following tasks were solved during the functioning of the KSUKP:

Creation and development of new types of high-quality products that correspond to the best world standards;

Increasing the share of products of the highest quality category in the total volume of production;

Improving the quality indicators of products and transferring them to a higher quality category;

Timely removal, replacement or modernization of products of the second category;

Systematic improvement of the quality of work of teams and performers;

Ensuring the release of products in strict accordance with the requirements of the scientific and technical documentation, that is, the planned, specified level of quality.

Within enterprises, product quality management also went along the lines of covering a wider range of problems. Solving the problems of improving the quality of manufactured products at many enterprises was linked to the efficient use of resources. An example of such a system was the Dnepropetrovsk KSUKP and EIR (comprehensive system for managing product quality and efficient use of resources).

KSUKP and EIR was aimed at obtaining the maximum production volumes of products of the highest quality category through the rational and efficient use of production assets, material, labor and financial resources, and strengthening the savings regime.

Thus, for several decades, improving the quality of products at the enterprises of the USSR was associated with the creation of systems for managing product quality, but there was no significant shift in this area. This gave rise to the opinion that the product quality management system and, in particular, complex systems are not effective and should not be dealt with. However, such conclusions were drawn without a deep analysis of the real root causes of unsatisfactory product quality.

3.2 Modern product quality management systems

3.2.1 Total product quality management system

Along with the requirements of consumers, the requirements of such interest groups of the enterprise as investors, employees, suppliers, public associations and society as a whole were gradually introduced into the range of activities defined by the concept of quality. In parallel with this, serious efforts were made to integrate individual approaches and management methods into the overall concept of integrated management. In this regard, the importance of process-oriented enterprise management has increased. The concepts of "Total Quality Management" (TQM) and "Total Quality Management System" (TQMS) are a reflection of this phase of development of quality management. TQM was originally introduced by the US Department of Defense. The term arose as a result of a change in the term "Total Quality Leadership" due to the fact that the word "leadership" (leadership) did not fully correspond to the interpretation of this term by the military, i.e. TQM was understood as a guide to the implementation of "total quality" (total quality).

Total Quality (TQ) is a people-oriented management system, the purpose of which is to continuously increase customer satisfaction while constantly reducing the real cost of products or services. TQ is a general (total) systems approach (not a separate area or program) and an integral part of the top-level strategy. TQ is present in all functions of any department, involving all employees from top to bottom and capturing the supply chain and the customer chain. TQ prioritizes learning and adapting to continuous change as the key to organizational success. The philosophy of total quality is based on scientific methods. TQ includes systems, methods and tools. Systems change, philosophy stays the same. TQ is based on values ​​that emphasize the importance of individual action and at the same time the power of the team.

The goal of TQM is to achieve long-term success by maximizing customer, employee and community satisfaction.

TQM objectives: continuous improvement of quality through regular analysis of results and adjustment of activities, complete absence of defects and non-production costs, fulfillment of the planned just in time.

TQM tactics: prevention of the causes of defects; involvement of all employees in quality improvement activities; active strategic management; continuous improvement of product and process quality; use of scientific approaches in solving problems; regular self-assessment.

TQM methodological tools: data collection tools; data presentation means; methods of statistical data processing; general management theory; theory of motivations and psychology of interpersonal relations; economic calculations, system analysis of production, management by means of planning.

The differences between the basic principles of traditional quality management and the Total Quality Management system are given in Table. 3.2.

Table 3.2 - Differences in the basic principles of a traditional quality management system and a TQM system

Thus, TQM is both a comprehensive philosophy of administration and a set of tools and methods for its application.

Quality control circles play an important role in improving the quality and improving the organization of work. Such a circle is a group of workers of one production site: the number of participants is usually from 4 to 8 people. A large number, as experience shows, does not allow each participant to "express himself". The circle meets, as a rule, 1 - 2 times a week during working hours (and often during non-working hours) for 1-1.5 hours to identify problems that affect production efficiency and product quality, and prepare proposals for their elimination.

The main difference between such circles and individual rationalization is not only in collective work, but also in its purposefulness, and most importantly, in the existence of a single methodological base. All members of the circles are trained in the methods of statistical quality control, problem analysis and development of optimal solutions. As a result, it becomes possible to meaningfully analyze production problems, evaluate the impact of each of them on the quality and efficiency of work, develop specific solutions and implement them with the help of the enterprise administration.

However, the results of the activities of quality control circles are not limited to a direct economic effect. Much more important is the indirect effect, expressed by the creation of a moral and psychological climate that contributes to the intensification of the work of workers to improve the organization of labor in their own area. The use by Japanese firms of a system of material and moral incentives, and the obsessive propaganda of the formed stereotypes of behavior gradually accustom them to the need for intensive work with high quality.

3.2.2 "JIT" system

This is a new form of "just in time" organization, literally meaning "just in time production". Its fundamental meaning: zero inventory, zero failures, zero defects. More JIT is a technology that reduces the inventory of materials by supplying parts to each production site at the moment when they are needed there. This technology is also called "just in time". There is no special wisdom here, to put it simply, this is a struggle for the elimination of warehouses of components and ideally supplied supplies from subcontractors and suppliers. For example, the “margin of safety” of Toyota warehouses is two to three hours on average, for a number of nodes a little higher - a maximum of half a day. For comparison: for American automobile concerns, this figure is at least a month or more. Warehousing is a waste of money, time and irrational use of space - this is the principle of "Toyota".

However, the transition to JIT is not an easy task. This system challenges the traditional organization of production, with a particularly strong impact on four areas of it:

logistics management;

structure of the production center;

relationship "supplier-consumer";

relations "management - direct production".

Ultimately, the JIT system is aimed at integrating and automating each stage of production, from design to customer warranty service. Characteristic features of this trend are design taking into account the possibilities of production, automated production and computer-assisted quality control. In fact, JIT experts even oppose its implementation until the above requirements are fully met.

Inventory control is sort of the cornerstone of JIT production. Reducing them by replacing high-volume production with small-scale production and eliminating any inventory holding back production is often the first step in implementing this method. The next important step is to gradually reduce the number of parts held in stock, discovering hidden problems and maintaining production with a minimum inventory. How to proceed with this? It all depends on your decision - either reduce the loss of setup time, or increase the speed of the machine, or replace the equipment.

JIT promotes small-scale production by allowing you to change the range of products on a daily basis in accordance with demand. Prior to the introduction of flexible manufacturing systems (FMS), small-scale production was considered unprofitable due to the fact that it was too expensive to install the appropriate automatic equipment for a short operating time. However, today the State Border Service is convinced that small-scale production is economically justified and technically possible, up to the manufacture of a product in a single copy. The JIT system makes the changeover of equipment for the manufacture of different parts economical both in terms of cost and time. In addition, when switching from the production of one type of part to another, costs can be significantly reduced by changing only the manufacturing (assembly) program, and not by replacing equipment components, i.e. without stopping production. With the JIT concept, the transition from groups of machine tools to production cells allows the maximum use of another organization of production - group technology. In the traditional way, a firm producing, for example, integrated circuits, may group all the equipment together, for example, for mounting components in one part of the plant, annealing furnaces in another part, and so on. The sectional construction of production leads to the rejection of the group arrangement of equipment and the creation of several cells, each of which will have one machine of each type, placed sequentially in accordance with the technological process.

Sectional technology gives the operator more control over the production process at all stages. Since with the JIT system the part is always in the production process, and does not lie in the drives, sectional production is more efficient if the workplace is organized in the form of the letter U, and not stretched out in a line. This arrangement of the workplace saves space and allows the operator to move faster from machine to machine. Reconstruction of workplaces in the cell saves time for readjustment.

When introducing the JIT system into production, there were difficulties in attracting suppliers whose activities did not meet the set requirements. Subcontractors had to provide defect-free products, since there was no input quality control. But these problems have been smoothed out thanks to constant contact with subcontractors and strengthening of mutual understanding. It is believed that JIT will change the nature of competition: the subcontractor that will supply quality products will survive rather than the one that will fight for the price.

3.2.3 Integrated Product Quality Management System (IPQMS)

This system was developed in the USSR in the late 70s. 20th century based on the generalization of best practices in the field of quality management of leading enterprises and industries and is documented in the form of a system of state standards. According to GOST 15467-79 KSUKP establishes, provides and maintains the required level of product quality during its development, production and operation, carried out through systematic quality control and targeted impact on the conditions and factors affecting product quality.

Product quality management must be considered as a system of conditions, processes and factors that affect quality and ensure its planned level in the development, production, operation or consumption of products.

The organizational and technical basis of KSUKP is a set of enterprise standards. The standards included in it regulate the procedure for all work on which the high quality of products depends, allow organizing the rational and efficient use of material and labor resources, focusing the attention and efforts of workers of all categories on improving the quality of labor and products. In other words, enterprise standards establish WHAT, WHO, WHERE, WHEN and HOW should be done. They are the law for every employee - whether he is a director of a company or an ordinary performer.

Conclusion

The quality of manufactured products at the enterprise is an important factor in the activity in the market conditions, since it ensures the expansion of market segments, the prosperity of the enterprise, and profit growth.

International experience shows that quality improvement works should be carried out within the framework of system management, which covers the entire product life cycle - from design to consumption and disposal.

The role and importance of improving the quality of products for our country at the present stage of social and economic transformations is an urgent task. In Russia, the quality management system is in the process of formation. For the effective operation of the product quality management system, there must be a harmony of all components that affect product quality. The work of such a system should be managed by qualified specialists with relevant knowledge in the field of quality at the level of international requirements.

List of sources used

1. Prokhorov, Yu.K. Quality management [Text]: Textbook / Yu.K. Prokhorov. - St. Petersburg: SPbGU ITMO, 2007. - 144 p.

2. Basovsky, L.E. Quality management [Text]: Textbook / L.E. Basovsky, V.B. Protasiev. - M.: INFRA-M, 2006. - 212 p.

3. Volkova, O.I. Economics of an enterprise (firm) [Text]: Textbook / O.I. Volkova, O.V. Devyatkina.- M: INFRA-M, 2007. - 601 p.

4. Shevchuk, D.A. Quality Management [Text]: Textbook / D.A. Shevchuk.-M.: GrossMedia, ROSBUH, 2008. - 216 p.

5. Ponomarev, S.V. Product quality management. Tools and methods of quality management [Text]: Textbook / S. V. Ponomarev, S. V. Mishchenko, V. Ya. Belobragin, V. A. Samorodov, B. I. Gerasimov, A. V. Trofimov, S. A. Pakhomova, O. S. Ponomareva. - M.: RIA "Standards and quality", 2005. - 248 p.

6. Kane, M. M. Systems, methods and tools of quality management [Text]: Textbook / Kane M. M., Ivanov B. V., Koreshkov V. N., Skhirtladze A. G. - St. Petersburg: Peter , 2008. - 560 p.

7. Gorfinkel, V.Ya. Economics of organizations (enterprises) [Text]: Textbook for universities / V.Ya. Gorfinkel, V.A. Schwander. – M.: UNITI-DANA, 2003.-608s.

8. Rebrin, Yu.I. Quality management [Text]: Textbook / Rebrin I.Yu. - Taganrog: Publishing House of TRTU, 2006. -174s

9. http:// quality. eup. en/ MATERIALS8/ strategy_ smk. htm

"On the strategy and policy of the enterprise in the field of quality", D. V. Blinov, I. I. Pichurin, Ural State Technical University

10. http://www.masters.donntu.edu.ua/2004/fem/clipa/diss/index5.htm

"Assessment and management of the competitiveness of an industrial enterprise", the theme of the master's work Clip T.V.

11. http://en.wikipedia.org/wiki/CE

Product quality management refers to the actions carried out during the creation, operation or consumption of products and in order to establish, ensure and maintain the required level of its quality.

In this case, the direct objects of management are indicators and characteristics of product quality, factors and conditions affecting their level, as well as the processes of formation of product quality at different stages of its life cycle.

Quality management is focused on improving the technical level of products and increasing their competitiveness of goods, which is ensured by an integrated approach within the framework of the “quality loop” management model.

The technical level of products can be defined as a relative characteristic of product quality, based on a comparison of the values ​​of indicators characterizing the technical excellence of the evaluated products with the corresponding basic indicators and their values. The technical level of products is an integral part of their quality, is reflected in various indicators (productivity, safety, economic parameters, etc.) and increases as a result of the use of original design solutions, the use of new materials, the introduction of advanced production processes, product control and testing.

The competitiveness of a product means its ability to be more attractive for consumption compared to other products of a similar type and purpose due to the better compliance of its quality and cost characteristics with the requirements of a given market and consumer assessments.

Product quality management should be carried out systematically, i.e. the enterprise should have a product quality management system, which is an organizational structure that clearly allocates responsibilities, procedures and resources necessary for quality management.

The quality policy is the main directions and objectives of the organization in the field of quality, formally formulated by top management. It is formed in such a way as to cover the activities of each employee and orient the entire team of the enterprise to achieve the goals.

The quality system is a set of organizational structure, methods, processes and resources necessary for the implementation of general quality management (Fig.).

Quality assurance is understood as a set of planned and systematic activities necessary to create confidence that a product or service meets certain quality requirements.

Quality management includes the methods and activities of an operational nature used to meet quality requirements.

Quality improvement is a continuous activity aimed at improving the technical level of products, the quality of their manufacture and the improvement of production elements and the quality system.

A quality assurance model is a standardized or selected set of quality system requirements combined to meet the quality assurance needs of a given situation.

National standards in the field of quality systems were first established in the UK in 1983. The goal of the campaign was to introduce quality systems into firms and create methods for certifying such systems. The UK was followed by other European countries. However, the real boom in the implementation of quality systems in the work of enterprises occurred after the publication in 1987 by the International Organization for Standardization (ISO; The International Organization for Standardization, ISO) of the ISO 9000 group of standards on quality management and quality assurance. ISO standards are advisory in nature, but more than 90 countries have adopted the ISO 9000 series as national standards.

In order to develop a uniform approach to solving quality management issues, eliminating differences and harmonizing requirements at the international level, the Technical Committee of the International Organization for Standardization (ISO) developed the 9000 series standards, which are accepted for use on the territory of the Russian Federation (GOST-R):

ISO 9000-94 - Standards for overall quality management and quality assurance. The main purpose of the standard is to help the enterprise in the selection and application of ISO 9000 standards. The standard also contains a number of conceptual provisions on modern quality systems;

GOST R ISO 9001-96: Quality systems. Quality assurance model for design, development, production, installation and maintenance;

GOST R ISO 9002-96: Quality systems. Model of quality assurance in production, installation, maintenance;

GOST R ISO 9003-96: Quality systems. Quality assurance model for final inspection and testing.

The standards contain quality system requirements that can be used for external quality assurance. The quality assurance models established in the standards represent three distinct forms of quality system requirements. The requirements of the standards for the quality system are additional in relation to the technical requirements established for the products. The standards establish requirements that define the elements needed to be included in a quality system. The standards are general and do not depend on a specific industry or sector of the economy.

"Quality loop" ("quality spiral") is a conceptual model of interdependent activities that affect quality at various stages: from identifying needs to assessing their satisfaction.

The quality system is developed taking into account the specific activities of the enterprise, but in any case, it should cover all stages of the "quality loop", or product life cycle (Fig.): 1) marketing, search and market research; 2) design and / or development of technical requirements, product development; 3) material and technical supply; 4) preparation and development of production processes; 5) production; 6) control, testing and examinations; 7) packaging and storage; 8) sales and distribution of products; 9) installation and operation; 10) technical assistance and maintenance; 11) after-sales activities; 12) disposal after using the product.

According to the nature of the impact on the stages of the "quality loop" in the quality system, three areas can be distinguished: quality assurance, quality management, quality improvement.

Quality assurance - all planned and systematic activities within the quality system, as well as additional activities (if required) necessary to create sufficient confidence that the object will fulfill the requirements for quality.

Quality management - methods and activities of an operational nature used to fulfill quality requirements. Quality management includes methods and activities of an operational nature, aimed at both managing the process and eliminating the causes of poor performance at all stages of the "quality loop" to achieve economic efficiency.

Quality improvement - activities carried out to improve the efficiency and effectiveness of activities and processes with the aim of obtaining benefits for both the organization and its customers.

A quality manual is a document containing a quality policy and describing an organization's quality system. It may cover all the activities of the organization or only part of it. The quality manual usually contains, or at least refers to: a) the quality policy; b) responsibilities, authorities and relationships of personnel who perform, inspect or review work affecting quality; c) quality system methods and instructions; d) provisions for the revision and adjustment of the manual.

The quality manual is sometimes referred to as the quality assurance manual or the quality management manual.

The structure of the quality system is reflected in the following documents: a quality manual for the entire company, including, in addition to the above, the organizational structure of production; methodological documents of a general nature; measures and sequence of operations for quality assurance; work instructions, handbooks, etc.

The quality system should provide: quality management in all parts of the "quality loop"; participation of all employees in quality management; the inextricable link between quality improvement activities and cost reduction activities; carrying out preventive checks to prevent inconsistencies and defects; the obligation to identify defects and eliminate them in production. The quality system should also establish: the responsibility of managers; the procedure for conducting periodic inspections, analysis and improvement of the system; the procedure for documenting all procedures of the system.

Among the current trends in the field of quality management in countries with developed market economies, it should be noted the integration of the concept of total (company-wide) quality management (Total Quality Management - TQM) into the practice of enterprise management. Within the framework of TQM, quality management is closely linked with the management of other aspects of the enterprise - finance, resources, environmental protection, etc.

Total quality management is a long-term integrated approach to managing an organization that guarantees timely and cost-effective provision and improvement of the quality of manufactured goods (services) at all stages of the production process, involving the efforts of all employees of the company to optimally meet the needs of customers. The TQM system is aimed at the processes between suppliers and buyers, and it consists of the following elements:

• - "hard" components (personnel, consistency, tools);
• - "soft" components (involvement, culture, communications).

Processes "suppliers - buyers". The main idea is to optimize and ensure the highest quality of the production process. Based on the needs of customers, requirements are set and met for the current stages of the process on the principle of reverse movement (from sales to provision of raw materials and materials). At the same time, employees and departments within the enterprise are considered both as suppliers and as consumers.

"Hard" components of TQM. It is impossible that only one person or one department can guarantee the quality standard, although the responsibility for this lies with the head of the enterprise. Quality is in the hands of the staff and can only be achieved as a team. Quality improvement occurs in teams made up of people from different departments.

Consistency, i.e. systematically flowing processes of planning, activity, control, analysis and adjustment are one of the fundamental requirements of the TQM process. The system basis for TQM is the preparation of quality plans and budgets, documentation and improvement of the course of processes and distribution of responsibilities, audits and audits. The minimum requirements for the components and documentation of the quality system are reflected in the international standards ISO 9000 series.

The use of appropriate tools (for example, statistical process control methods, various problem solving techniques, etc.) helps to achieve the desired indicators with the most effective result in the quality improvement process.

"Soft" components of TQM. Involvement, i.e. recognition and awareness of the responsibility of management in the process of quality management is a fundamental prerequisite for the functioning of TQM. She cannot delegate. Without communication between employees and managers, the TQM strategy cannot be implemented. Assistance in finding a solution, "transparency" of decisions, feedback should be present in the system.

In order to obtain a certificate of an implemented quality management system for participation in tenders and competitions, a company often turns to a consulting firm, pays for the order, and the firm draws up the necessary documents and issues a certificate. The company presents the certificate to the customer and continues to work as it did before, without changing anything in its activities. It has very little to do with the quality system.

About the life cycle in detail

An organization that makes a strategic decision to follow the requirements of ISO 9001 should consider the following key points and document them.

• Everything that happens in the organization in the course of its activities must follow the provisions of GOST R ISO 9001, which should be specifically stated in the Quality Manual, in the instructions and regulations describing the design (production) processes. So, internal documents should reflect changes in the size, structure of the organization, changes in the goals of the production of goods and services, changing production processes.
• The requirements for the quality management system established in GOST R ISO 9001 are additional in relation to the requirements for manufactured products. (This is very important, as the customer's requirements are paramount.)
• An organization's quality management system can be used by internal and external parties. For example, certification bodies can use the system to assess whether a company is able to meet customer and regulatory requirements.

The main provisions of the standards mentioned above are listed in the headings of the sections of these standards. The main thing is the concept of the product life cycle (including software, automated systems), on the basis of which all the details of the process are built as part of the work on the project.

To compare and analyze a large number of standards and regulations, consider the diagram below (Figure 1). This is an attempt to categorize the various life cycle (LC) formulations as they apply to software development and automated systems.

Figure 1. Life cycle stages in the development of automated systems in the interpretation of various existing standards. The picture is clickable.

The top two rows represent the list of life cycle stages under the new GOST R ISO 9001-2015 (first row) and GOST R ISO 9001-2001 (second row). Despite some differences in wording, the life cycle stages in these standards are almost identical.

Differences between the standards appear only in detailed explanations for each stage of the cycle. Note that the concept of “Context of the organization” has appeared in the new standard. Its meaning is to study how the external or internal environment affects the prospects of the enterprise. GOST R ISO 9001-2015 in clauses 4.1 and 4.2 requires the identification of external and internal factors and associated risks and opportunities. Thus, the meaning of deep analysis or studying the “context” is to collect and analyze data about the external environment and the current state of the business, about the key success factors (what determines winning and losing), about the state of the market sector, its structure, dynamics, etc. . To decipher this concept and specify the activities in accordance with this requirement, it is necessary to carefully analyze all the possible risks that arise in the process. You can read more about the concept of "context" in the article by R. Ibragimov.

The third row of the diagram shows the stages of the life cycle in the development of software in the interpretation of GOST 12207, which was created specifically for software development processes. There are also no fundamental differences in the interpretation of the life cycle compared to previous standards.

GOST 12207 is indeed a rather rigid standard. Fulfilling all its requirements in software development is not an easy task. But it's important for us to note that a daunting number of quality management system standards and requirements come down to meticulous documentation of the entire design, development, and maintenance process.

Let's look at the fourth row of the diagram. Here are the life cycle processes in the interpretation of GOST 34 series, published back in 1990. This series of standards was developed so specifically and carefully that it is used almost without any changes until now. Many customers, when formulating requirements for documentation for automated systems, refer mainly to GOSTs of this particular series. Since the stages of the life cycle in the interpretations of ISO 9001, GOST 12207 and GOST 34 series are the same, this means that by fulfilling the requirements of the last of the listed GOSTs, that is, by presenting the listed documents to the customer, we automatically work in accordance with the quality system according to ISO 9001.

The last row in the scheme is an approximate list of documents that is necessary for organizing a quality system in a company.

I really hope that the above scheme has greatly simplified your life. Since you now have a complete list of life cycle stages, there is a list of work that needs to be completed at each stage, and a list of documents that must complete each stage. Of course, this list, at the request of the customer, can be adjusted in the direction of reducing or adding new documents that are not specified in GOST. But this is the right of the customer, and the contractor is obliged to comply with his recommendations.

Unfortunately, this is not all. So far, we have dealt only with the production component, that is, with the software or AS development process.

Business processes - the foundation of the basics

The following processes remained behind the scenes: contract work, project organization and management, and quality assurance itself. This is also an independent organizational process. Describing these processes in text format is a thankless task, all descriptions are already in numerous manuals. Therefore, we will try to display the listed business processes in the form of another diagram (Figure 2).

Each of these processes (vertically) is marked in the figure with its own color. Positions that complete individual stages or the entire process as a whole are highlighted separately. Intermediate process steps or documents remain colorless. All processes run in parallel. They are inextricable, as indicated by the arrows-connections between individual elements.

In the scheme, I tried to display a certain generalized version of the process. In each case, of course, there may be nuances and differences.

The contractor, using the above diagram, needs to analyze his specific business processes and identify those elements that require regulation. For example, the products of any IT company are obviously being tested. Does your company have a regulation that specifies what belongs to critical bugs and what to non-critical bugs and in what timeframe they need to be fixed? Surely, there are certain instructions in this regard. The approved regulation for this position is the quality management system. Moreover, testing affects both the production direction and administration, since management must track the timely correction of errors.

Having done similar work on all processes, you can prove to the customer how “SMK” and “ISO” you are. It would be even better if the company from the very beginning of the next project draws up a similar scheme for its specific conditions and uses it in work and for control.

Figure 2. Business processes in the development of automated systems: documenting the quality system. The picture is clickable.

Moving towards the goal

So, here are the steps that need to be taken to implement (and not just formalize) a quality management system in an organization.

1. Create division, group or appoint an individual executor to deal with QMS issues.

2. Develop and issue quality program, including the "Quality Manual" for the organization (department, development team of a particular project). The Program and the Manual must contain the sections listed in GOST R ISO 9001-2015 and the transcript of these sections. They should declare the readiness of the organization to fulfill the requirements of the standard in the specific conditions of this organization or within the framework of the project.

3. Regulate the development and creation of software or automated systems. To do this, it is necessary to draw up organizational standards (or instructions) in which to prescribe all activities related to the design, development, testing and implementation of the project, organization and management of the project, quality assurance and contract work.

4. Manage accountability and accountability performers and management for each stage of the project life cycle.

5. Submit a package of developed documents to a consulting firm that has the appropriate license, to inspect documentation and issue an opinion on the compliance of work on the QMS within the framework of the GOST R ISO 9001-2015 standard. Correct comments and get a certificate.

6. Continue project work, strictly following the developed regulatory documents.

We have not yet touched upon the issues of annual confirmation of ISO certification, external audit confirming work on the QMS. Unfortunately, the result of mastering the quality management system is rarely amenable to monetary evaluation. It, as a rule, manifests itself in the stability of the work of the team, the reliability of the results obtained. And this work is worth it.

Literature

1. GOST R ISO 9001-2015. Quality management systems. Requirements. - M.: Standartinform, 2016.
2. GOST R ISO 9001-2001. Quality management systems. Requirements. - M., Standartinform, 2001.
3. Ibragimov R., ISO 9001:2015 and practical analysis of the "context" and building strategies. - Management, No. 2 (34), 2015. - P. 13-18.
4. GOST R ISO IEC 12207 Information technology. Software life cycle processes. - M.: Gosstandart of Russia, 1999.
5. Information technology. A set of standards and guidelines for automated systems. - M.: Publishing house of standards, 1991.
6. Gludkin O.P., Gorbunov N.M. etc. General quality management. Textbook for high schools. Ed. O. P. Gludkina. - M.: Hot line - Telecom, 2001. - 600 p.
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