Ims is effective?
No
Yes
Need an external confirmation of IMS?
No
Yes
Certification ISM
Regular review of IMS senior management
Designation of symbols:
- final symbols;
- active symbols;
- end form.
7 An integration option choice taking into account branch specifics
The choice of option of integration has to be carried out with understanding of their essence. The main objects of integration are the systems of management meeting the requirements of the ISO 9000, ISO 14000 and OHSAS 18000 standards now.
In this regard, there is an objective need of the analysis and an assessment of the existing international standards in the field of quality management and development of practical recommendations about their sharing at the enterprises. Similar integration will allow to find the most preferable option of a combination of different types of standards in the field of quality management that will promote increase of economic efficiency of their use at the enterprises and to the level of motivation of heads of the enterprises to application of the international standards.
Now two options of integration two options of integration of two or more systems of management are used [15]:
- creation of the ISM additive models when to quality management system, carrying out a role of basic system and in necessary cases HASSP, GMP or FSC using requirements, the system of ecological management (SEM), OHSAS system are consistently added (fig. and). At application of this option the gap between the beginning of works on introduction of one system and the beginning of introduction of the following can make of half a year till several years;
Despite indisputable organizational and economic advantages of the second option of creation of ISM, it meets still extremely seldom that is caused by complexity of works on this option and that emergence of MCC occurred throughout the long period of time; the ISO standards of a series 9000 were enacted in 1987, the principles of HASSP and GMP - in the early nineties, the ISO 14000 standards - in 1996, the OHSAS standards, - in the late nineties.
At realization of any of these options it is extremely important to define a scope of the created ISM correctly. It is necessary to establish production, services, processes, production lines, sites and divisions of the organization covered by ISM. As in the ISO 9001 standard it is assumed that the enterprise cannot follow some requirements of section 7, it is necessary to prove a rationality and correctness of all excluded requirements at aspirations of the organizations to reduce a scope of ISM it is necessary to consider possible risk of that some requirements of consumers will not be met, for example, when requirements of the potential customer can include more strict requirements and expectations of end users.
Attempt to establish wider borders for ISM having included processes, criteria which estimates are not standardized in area of its action, can lead to noticeable complication of works on creation of ISM and, as a result, to increase of failures of system.
Carry (tab. 4) to number MCC carry the standards developed on the basis of series 9000 ISO for application in concrete branches, and also standards on the control systems which are based on the principles of HASSP and on the principles GMP, and standards on the systems which are based on the principles of FSC.
MCC establish requirements to that it is necessary to make achievements of the objectives in various areas of the general management. With a defining advantage of standards MCC is systematization of requirements to activity of the organization in concrete areas of management and creation of prerequisites for advance by it systems to business perfection.
The infrastructure of the international standards used at creation of the integrated systems of management can be considerably expanded at the expense of the standards which gained world recognition on standard computer systems of planning and production management and modeling of processes. These are such standards, as: MRP, MRP II, ERP, CSRP, CALS, ARIS, IDEF, etc. However these standards, though are directed on increase of efficiency of management of the organization, are tools for the solution of especially technical problems of management and therefore can be considered only as the auxiliary. Their use is expedient only after reduction all integrated systems of processes identified in in compliance with requirements of MCC.
Table 4 the International standards of management intended for various branches
Industry |
QMS |
The automobile |
ISO/TU 16949:2002 (QS 9000) |
The space |
AS 9100:2001 |
Telecommunication equipment |
TL 9000:2001 |
Medical equipment |
ISO 13485:1996, ISO 13488:1996 |
The pharmacological |
GMP standards |
The forest |
FSC standards |
The information |
ISO 17799 |
The food |
ISO 22000:2005 |
The laboratory |
ISO 17025 |
The oil |
ISO 29001 |
As objects of integration are offered as well the balanced system of indicators, and statistical management of process, and the concept "Six sigma", and system of electronic document flow. However such wide choice of objects is inexpedient as if already at the introduced quality management system according to requirements of ISO 9000 in addition include the systems of management meeting the requirements of industry standards in objects of integration one of fundamental laws of formal logic - the law of identity is broken. According to this law integration can be only between dissimilar objects.
Industry standards of quality management are similar to the ISO 9000 universal standard and therefore introduction of requirements of the ISO 9000 branch standard should be considered as deepening of the operating quality management system. If it is offered to integrate systems of management with the principles of HAASP or GMP, it is violation of unity of a sign of integration. Computer systems, the balanced system of indicators, statistical management of process, the concept "Six sigma", system of electronic document flow are also not systems of management and act only organizational and methodical or technical as means by means of which it is possible to increase stability and efficiency of the general system of management of the organization. All these systems have no the conventional criteria on the basis of which their objective assessment could be carried out. Introduction of these systems in the organization can only be welcomed, but within separate projects, and in relation to the project of creation of the integrated systems of management it has no relation.
Taking into account branch specifics, for example for the food industry the choice of option of integration provides inclusions of the ISO 22000 standards as additional element.
The food industry - one of industries where questions of quality of production are self-evident and the most significant. Interest of the enterprises of the food industry in the ISO standards of a series 9000 arose from their emergence. Today according to ISO the number of the certified enterprises of the food industry makes more than 20 000. The main reasons are requirements of consumers and government bodies, aspiration to increase the cost and image of the company, desire to build a control system of the company on the basis of the best world practices and to increase competitiveness of production, dependence of procedure of certification of production on existence of the certificate on quality management system and others. When we speak about the food industry, we mean all participants of a chain of production and realization of food products.
The top management of the company of the food industry has to define accurately the purposes of integration and what standards or normative documents will be base for system of the integrated management.
Today for the enterprises of the food industry the following international standards are applicable:
- ISO 9001:2008(State standard specification P ISO 9001-2001) - "Quality management system. Requirements"
- ISO 14001:2004 - "Systems of ecological management. Requirements"
- OHSAS 18001:2007 - "A control system of safety and health on production"
- ISO 22000:2005 - "Control systems of safety of foodstuff. Requirements to any organization of a food chain"
The top management can make the decision to use one or group of standards. But the most suitable, the following approach is:
The integrated system of management the ISO 9001:2008standard is assumed as a basis, but its requirements are supplemented with the ISO 22000:2005 standard, and then the system can be integrated with ISO 14001 and OHSAS 18001.
Graphically the interrelation of these standards can be expressed according to figure 5.
The figure 5 Interrelation of the International Standards at creation of the integrated systems
ISO
9001:2001
ISO 14001:2004 OHSAS 18001:2007
ISO 22000:2005
From drawing it is visible that all these standards are closely interconnected among themselves and, having chosen even one standard, it is possible to consider requirements of other standards in absentia. To define the most important, what standard will be the basic. It is recommended to use ISO 9001:2008, as the most complex and covering the most part of an enterprise management system.
Control questions:
1 Main objectives solved at introduction of ISM
2 What standards are included into structure of ISM
3 Advantages from introduction of ISM
4 Similarity of provisions of the international standards entering into structure of ISM
5 Algorithm of actions at creation of ISM
6 Tell about the ISM general elements
7 Infrastructure of the international standards used at creation of the integrated systems of management taking into account branch specifics
Literature
1 Д.Иоргачев, В.Ситниченко «Интегрированная система менеджмента ОАО «Одескабель»//Стандарты и качество №7-2005г. С.68-73.
2 Момот А.И. Менеджмент качества:Учебное пособие для ВУЗов. Донецк: ДонГТУ,2000. - с.1-52
3 Тургынбаева Г.Б., Бекибаев Н.С. «Интегрированные системы менеджмента качества на основе требовании МС ИСО 9001, 14001 и OHSAS 18001»// Сборник научных трудов аспирантов, магистрантов и стажеров – исследователей ЮКГУ им. М.О.Ауезова-№8-2007г.
4 Д.Иоргачев, В.Ситниченко «Интегрированная система менеджмента ОАО «Одескабель»//Стандарты и качество №7-2005г. С.68-73.
Lecture 13
Theme: Ensuring quality. Management of technological processes on quality indicators. Methods of the analysis and ensuring quality in production, operation, repair. Ways of elimination of the reasons worsening quality in production, operation and repair.
Lecture plan:
1 Concept "quality"
2 Quality as object of management
3 Ensuring quality of production in the course of conducting technological process
4 Methodology of statistical quality control
4.1 Mechanism of statistical product quality control
4.2 The statistical methods applied in technological process
4.3 A role of statistical methods in management of productions
Quality of production is a set of the properties causing its suitability for satisfaction of certain requirements according to appointment. It is formed at various production phases and characterized by a number of indicators: reliability, durability, functionality, esthetics.
Qualitative production possesses high consumer properties, becomes a subject of the increased demand, fully satisfies requirements. As indicators of quality infringe on interests, both producers of production, and her consumers who can not coincide, it has to be estimated from the point of view of interests of society when the priority remains for the consumer. Society recognizes only real improvement of quality, that is realized in consumption. There is no sense, for example, infinitely to work on prolongation of functioning of one knot of the car if in general its durability does not increase because of imperfection of other knots.
It is difficult to solve a problem of improvement of quality of any type of production to the separate enterprise as have impact not only internal (intra production), but also external factors on this process, so-called "quality of society". Without improvement of all elements entering the "quality of society" block it is difficult to count on high quality of production. At the same time high-quality production guarantees success to the enterprise, and the success of the enterprise leads to success of society. This process can be presented in the form of "a quality pyramid" (fig. 1).
Fig. 1. Quality pyramid
2 Quality as object of management
Quality management is the establishment, providing and maintenance of a necessary level of quality of production at its development, production, the address, operation and consumption which are carried out by systematic quality control and purposeful impact on conditions and factors, influencing it (State standard specification 15467-79). To operate quality - to mean to carry out the economic, organizational, technical and other actions aimed at quality providing production at all stages of life cycle of goods (introduction, growth, a maturity, demand maintenance).
In modern understanding activities for quality management cannot be effective after production is already made; it has to be carried out continuously during production, and also precede the process of production.
Quality management is based on the following principles:
- focus - it is necessary to have the accurate purpose in the quality relation;
- planned character - is planned set of actions in the field of quality, which
are subject to implementation;
- continuity;
- intensity - improvement of quality belongs to intensive factors of development
economies;
- system approach;
- complexity - the solution of problems of quality taking into account all aspects, from which
it depends;
- aspiration to exact compliance of quality to inquiries of consumers;
continuous improvement - promotes competitiveness
enterprises.
Product quality control - a production management component in general, one of its properties, functions. Therefore it develops and carried out within the operating control system and consists in development of policy in the field of quality, to accurate and well organized work on detection of demand, creation, production and service of production. This branch of science according to the general theory of management operates with concepts "system", "Wednesday", "program", etc.
Except major factors and conditions of production influence quality many random, local and subjective factors. To influence all these factors, to support an appropriate level of quality, the control system, that is set of measures of continuous impact on process of creation of a product is necessary.
Distinguish the operating and operated systems. The operated system it is presented by various levels of management of the organization, firm, other structures; the managing director - creates and provides quality management.
Let's consider the main categories of management and providing production with quality.
The control system and providing production with quality relies on the following interconnected categories: object, subject, purpose, methods, means, functions, character of the administrative relations, etc.
Object of management - quality of production, set of its properties or their some part, group, separate property. It is necessary for the effective organization of product quality control that not only the object of management was allocated, but also other categories allowing to realize and organize better all process are accurately defined.
The subject of management - the operating bodies of all steps and persons urged to provide achievement and maintenance of the planned production level of quality.
The purpose of management - a certain level and a condition of quality of production taking into account economic interests of the producer and consumer, and also safety requirements and environmental friendliness; set of properties and a level of quality which should be set, reached and provided that they corresponded to nature of requirement and thus provided production efficiency and consumption, availability of the price to the consumer, normal prime cost and sufficient profitability of production.
Methods of management of quality - ways with which governing bodies influence production, providing achievement and maintenance of the planned state and quality of production.
Methods of management of quality can be divided into four groups: organizational, social and psychological, economic, organizational and technological.
Organizational methods - set of the methods promoting such organization of the operated subsystem which will provide the demanded quality. Carry to this group of methods administrative (orders, directives, resolutions, instructions, orders), disciplinary, providing motivation (establishment of responsibility and forms of encouragement), stabilizing, based on all-organizational and linearly - a functional regulation on the basis of norms, standards, explanations, consultations, familiarization, cautions.
Social and psychological methods - set of ways of impact on spiritual interests of workers, formation of their motivations connected with ensuring the corresponding quality. Treat such methods: education and promotion of devotion to the enterprise, respect for itself as to the employee of this enterprise, pride of its achievements, forms of moral incentive.
Economic methods of management of quality - the ways of influence based on application of economic incentives and creation of a material interest in achievement of the set purpose in quality area. Also include in group of economic methods: financing of activity in the field of quality management; economic incentives of production, granting to consumers production and the services conforming to their requirements; planning of creation of the new and modernized types of production and services; pricing on production and services taking into account their level of quality; formation of funds of economic incentives of quality; use of system of compensation and material encouragement taking into account its quality on each workplace of a production system and a control system of quality in general; use of economic measures of impact on suppliers depending on quality of the services delivered by them to production and rendered.
Organizational and technological methods are subdivided into methods of quality control of process and production and methods of regulation of quality of process and production. The main place in organizational and technological methods is taken by systematic methods of management of quality.
Control facilities quality include:
office equipment, means of communication which use the governing bodies and faces operating performance of special functions in control systems of quality;
bank of the standard documentation regulating indicators of quality of production and organizing performance of special functions on quality management;
the metrological means including the state standards, measuring instruments;
the regulating documents of the state system of ensuring unity of measurements (GSI);
base of public service of standard help data on properties of substances and materials (GSSD).
The functions which are carried out by the enterprise concerning quality as object of management, following:
Rationing (standardization, certification, certification);
Technological preparation of production (sufficient logistics, high-quality seeds of plants, elite breeds of animals, high level of service, etc.);
Professional development of shots, stimulation, strengthening of responsibility for quality;
Control of the course of productions by means of information and methodological support.
The administrative relations in the field of quality are the relations of subordination (submission) and coordination (cooperation).
The relations of subordination are characterized by vertical communications of heads with subordinates and are defined by extent of centralization and decentralization of functions and problems of product quality control. At the level of the enterprise of the relation of subordination are under construction depending on its production structure and structure of a control system of quality. The administrative relations are based on a combination of one-man management, collective nature, stimulation of an initiative of members of labor collective, use of economic, moral and material incentives.
The relations of coordination are under construction by means of horizontal communications between the certain workers and the organizations entering interaction for the sake of providing a certain level of quality of production or its increase.
At the level of the enterprise product quality control can be organized by distribution of functions and tasks between divisions and workers or creations of special department of quality management. In organizational structure the divisions which are engaged in coordination of works on quality management can be provided. Distribution of functions of quality management between divisions depends on volume and nature of activity of the enterprise. In any option the head of the enterprise who is responsible for all its activity and economic results which cannot be high at bad quality of production has to perform the general management of a control system of quality.
Heads should recognize that the enterprise it is capable on bigger in comparison with last experience.
3 One of the most important stages of ensuring quality of production is high-quality management of technological processes of production. Ensuring quality of production in the course of conducting technological process is based on a monitoring procedure basis.
Control is the activity including carrying out measurements, examinations, tests or an assessment of one or several characteristics of object, in this case technological process of production and comparison of the received results with the established requirements for definition, whether compliance on each of these characteristics (ISO 8402 standard) is reached.
Control - one of the main functions of quality management. It allows to reveal mistakes in time quickly to correct them with the minimum losses.
"the feedback loop" (fig. 1) is the cornerstone of quality control.