1.2 The international standards on control systems of quality of production

World experience of quality management was concentrated in a package of the ISO 9000 international standards accepted by the International organization for standardization (ISO) in March, 1987. In 1994. The updated option was issued, and in 2000 ISO accepted the new version of these standards - ISO 9000-2000 MS.

Today the ISO standards of a series 9000 are recognized practically as all countries of the world, accepted as national and introduced by a set of firms.

In Russia the ISO 9000-2000 standards are enacted in 2001 by acceptance and publication of GOST P ISO 9000-2001, GOST P ISO 9001-2001 and GOST P ISO 9004-2001.

Absence of the certificate on the quality system everything more becomes the main obstacle of an exit of the companies to a foreign market. The multinational companies demand from subsuppliers of obligatory introduction at their manufacturing enterprises of the ISO international standards of a series 9000.

The figures characterizing dynamics of certification of quality systems on compliance to their requirements testify to distribution in the world of these standards. So, if in 1993. In the world about 50000 systems, in 1995 - 100000, by 2000 - more than 900 thousand were certified.

Having realized that obtaining the certificate on the quality system became though not quite sufficient, but very necessary condition of civilized existence in the modern world, the Russian enterprises also introduce the ISO standards of a series 9000. However, them so far some hundreds. The reasons of such lag, according to experts, a little. First, it is still covered obviously up at the sled enterprises, left former domestic economy (and political system) both in understanding (concept) of quality, and in methods of management.

Domestic control systems of quality were rigidly blinkered strictly obligatory requirements of state standards and had to provide their performance. Modern approaches to quality management and the concept of this concept connected with market economy are realized not at once by heads of the enterprises. Those few enterprises which introduced the ISO standards of a series 9000 and received certificates on the quality system, as a rule, anyway were compelled to make it under pressure of foreign partners, i.e. participants of foreign economic activity. Besides, introduction and certification of the quality system - business expensive and in today's conditions is too expensive for many Russian enterprises.

Of course, there are also other reasons, characteristic for each separate enterprise. Most likely, effective stimulation of participants of economic activity to introduction of the international standards on quality systems is required. Such work in Russia began in the 1990th years and is carried out in several directions. First of all, it is awards of the Russian Federation for quality. The award for quality exists at the international, regional, national and corporate levels. Among criteria of an assessment of the applicant enterprise - a condition of the functioning control system of quality of production. For Russia it is a new kind of activity in the field of state regulation of quality of production, and the provision on an award for quality was created on the basis of accumulative international experience. According to experts, the Russian criteria of an assessment of the enterprise are close to the European provision on awards for quality.

The enterprise has to know criteria of an assessment of its work. In this plan experience of the USA where more than 100 enterprises annually participate in competition on a national award for quality is worthy attention, and the brochure with the list of criteria of an assessment is sold out in the circulation of 200 thousand copies. It appeared that the enterprises which are not participating in competition seek to learn criteria and to use them for a self-assessment. It gives the chance to the enterprises not only to estimate itself, but also to compare to leaders, and in the concrete directions, to establish to a t.a for itself certain ways of improvement of work. The self-assessment became so popular that a lot of things firms demand from subcontractors not only the certificate on the quality system, but also the proof of use of the self-assessment mechanism by them.

As way of stimulation of the Russian enterprises it is possible to consider competition on a rank "The best quality manager". Apparently, the condition of the quality system, so introduction of the ISO standards of a series 9000 and certification of system has to be the main criterion here.

ISO 9000-2000 differ in accurate orientation to the consumer, and a role of the director and as involvement of the personnel in process - one of the main principles based on TQM philosophy is possible full.

Control questions:

1. The factors influencing quality of production

2. Main stages of evolution of quality management. Five stars of quality.

3. Essence of individual quality control

4. Characteristic of statistical quality control

5. Purposes and problems of integrated management of quality

6. Process approach to quality management

7. The international standards on control systems of quality of production

Literature:

1 Момот А.И. Менеджмент качества: Учебное пособие для ВУЗов. Донецк: ДонГТУ,2000. - с.1-52.

2 Современное управление качеством на предприятиях: методы, инструменты, рекомендации. А.Ю. Афонин, В.А. Васильев, С.В. Васильева, П.В. Москалев, С.А. Одиноков, В.С. Родионов, М.А. Скворцов. - М.: ИТЦ «МАТИ» - РГТУ им. К.Э. Циолковского, 2002.

3 Тони бенделл, Тед Марра, Джонатан Сиверанс. Модернизация методики "Шесть сигм" - ориентация на потребителя.//Европейское качество. - 2001 г. - №5. - с.121 - 126.

4. Мазур И.И., Шапиро В.Д. Управление качеством: учебное пособие.

М.: Высшая школа, 2003. - С. 75-77.

5 Лапидус В.А. Всеобщее качество (TQM) в российских компаниях. - М.: ОАО "Типография "Новости", 2000. - 432с

Lecture 3

Theme: Evolution of forms of quality management. The factors influencing quality of production. Emergence of a system approach. Quality systems: BIP, SBT, KANARSPI, NORMS, KSUKP. Advantages and disadvantages.

Lecture plan:

1 Purposes and tasks general quality management (TQM)

2 Basic provisions of TQM

3 Principles of TQM

4 Basic elements of the modern TQM model

5 ISO 9000 and TQM Standards

In modern business competitiveness of the company depends on quality of management of the organization. In Kazakhstan every year the increasing number of heads see stability of the enterprises in the debugged control system meeting the international standards. The problem of quality of management especially is actual in the light of the planned entry of Kazakhstan into the WTO and emergence of the competition from the foreign companies. The task of heads of the Kazakhstan companies is also simple and difficult at the same time - "not to invent the bicycle", and gradually and purposefully to adopt more than semicentennial experience of management at the foreign companies, considering national specifics, and also to study on examples of the domestic leading enterprises.

The aspiration to stimulate production of goods, competitive in the world markets, initiated creation of a new all-organizational method of continuous improvement of quality of all organizational processes, production and service. This method received the name - general quality management (TQM).

The main idea of TQM consists that the company has to work not only on quality of production, but also on quality of work in general, including work of the personnel. Continuous parallel improvement of these three components: quality of production, quality of the organization of processes, and a skill level of the personnel - allows to reach faster and effective development of business. Quality is defined by such categories as extent of implementation of requirements of clients, growth of financial performance of the company and increase of satisfaction of employees of the company with the work.

TQM turns on two mechanisms: Quality Assurance (QA) - quality control and Quality Improvements (QI) - improvement of quality. The first - quality control - supports a necessary level of quality and consists in granting by the company the certain guarantees giving to the client confidence in quality of these goods or service. The second - improvement of quality - assumes that it is necessary not only to support a level of quality, but also to raise, respectively raising also the level of guarantees. Two mechanisms: quality control and improvement of quality - allow to improve, develop business constantly. In modern conditions of economic development formation of strategy of development of the enterprise has to be focused and be based on modern concepts and methods of total quality management which basis is made by the management style based on production qualitative from the point of view of the customer of production and services. TQM is defined as the team process concentrated on quality, focused on the customer, based on the facts, operated.

TQM is directed on systematic achievement of a strategic objective of the organization through continuous improvement of work. The principles of TQM are also known as "general improvement of quality", "world-class quality", "continuous improvement of quality", "general quality of services" and "general quality of management". The word "general" in the concept "General Quality Management" means that each employee of the organization has to be involved in this process, the word "quality" means care of satisfaction of needs of the client, and the word "management" concerns to employees and the processes necessary for achievement of a certain level of quality.

General quality management is the systematic, integrated and organized style of work directed on its continuous improvement and the approaches uniting in themselves world experience for improvement of quality of production and competitiveness of the enterprise.

Use of modern methods of improvement on improvement of a control system of the enterprise and increase of its competitiveness are based on the principles and the TQM methods is ISO 9000, an award in the field of quality, a benchmarking, a self-assessment. These methods and the principles at the Kazakhstan enterprises one of actual problems of improvement of a control system of the enterprises are how effective and applicable. Approaches of improvement arise evolutionarily and have methodological and practical base. Managers of the western companies perceive orientation to the consumer, continuous improvement, process approach, involvement and interest of workers, social responsibility of business as the integral principles of business, at us these principles are entered artificially therefore the problem of adaptation of the western approaches comes to the forefront. Heads of our enterprises, on the one hand, understand that it is necessary to change philosophy, on the other hand, there is a mass of barriers: ignorance as well as what to change, resistance of workers, misunderstanding of colleagues and partners in business. Effective strategy of introduction of TQM at the enterprises was application of models of awards of quality which define and describe the principles of TQM in the form of the most clear to heads of the enterprises. The self-assessment of the organization is other effective instrument of modern approaches to management. However in Kazakhstan the self-assessment did not realize also small part of the potential, except financial performance, the Kazakhstan heads it is not enough that estimate at the organizations. Reasons for that a little. First, absence of criteria for an assessment or ignorance of techniques of a self-assessment. Secondly, there is a serious distortion of data when involving in process of a self-assessment of heads of an average link and workers - desire to embellish the existing situation to please the head, to point fear to mistakes and miscalculations, all this disturbs an objective assessment of the enterprise.

Thirdly, heads shift all activities for a quality assessment to the relevant divisions of the enterprise or do not see sense in a useless, in their opinion, waste of time and forces.

Analyzing any of instruments of improvement, we come to one conclusion that absence of basic culture of TQM disturbs effective introduction and use of these tools at the Kazakhstan enterprises when the culture and philosophy of quality at this enterprise is absent or is created is declarative. It is impossible to improve what is not present. Formation of culture of quality - and only then its improvement is necessary at first.

The ideology of TQM is the management style based on production qualitative from the point of view of the customer of production and services. TQM is defined as the team process concentrated on quality, focused on the customer, based on the facts, operated. General quality management is not the program; it is the systematic, integrated and organized style of work directed on its continuous improvement. It not an administrative whim; it is the management style checked by time, it is successful decades used by the companies worldwide.