What is quality management. What is a quality management system? Quality management report to top management

Quality Management System

Quality Management System(QMS) - set organizational structure, methodologies, processes and resources needed to general guidance quality. It is designed to continuously improve activities, to increase the competitiveness of the organization in the domestic and world markets, determines the competitiveness of any organization. . It is part of the organization's management system.

Modern QMS are based on the principles of TQM. The various parts of an organization's management system can be integrated together with the quality management system into a single management system using common elements. This increases the effectiveness of planning, the efficiency of resource use, and creates a synergistic effect in achieving the overall business goals of the organization.

QMS certification according to ISO 9000 is widely used. QMS certification is based on independent audits by a third party (certification body).

Basis of the organization

Quality management systems are driven by the requirements of the organization's customer. Consumers need a product (service) whose characteristics would satisfy their needs and expectations. The needs and expectations of consumers are constantly changing, because of which organizations are under pressure created by the competitive environment (market) and technological progress. To maintain ongoing customer satisfaction, organizations must continually improve their products and their processes. Organization QMS, as one of the management tools, gives confidence to the top management of the organization itself and its consumers that the organization is able to supply products that fully comply with the requirements ( required quality, in the required amount for a specified period of time, spending the specified resources on this). This management tool operates strictly within the framework of the so-called iron triangle of the project.

The QMS is based on eight quality management principles:

Consumer Orientation- the organization needs to do what the consumer wants now and wants in the future, even if he does not realize it.
Leadership- since the organization always operates within the limits of limited resources and input data in a competitive environment, only a leader with vision and fortitude is able to ensure the achievement of its goals (mission).
Staff involvement- since the staff of the organization is its main resource and at the same time the most sensitive stakeholder, the reliance of leaders on it is the key to success.
Process approach- The organization's QMS is not a static formation and its elements are processes - through which goals are achieved, that is, any changes are ensured through processes.
System approach to management- implies taking into account all factors affecting the external and internal environment organizations.
Continuous Improvement- the basis of modern management, which implies constant adaptation to past and expected changes in the environment, and sometimes even forms them.
Fact-based decision making- a reminder that the stability of the functioning of the organization is possible not only on the basis of intuition, but also using measurement data.
Mutually beneficial relationships with suppliers- along with the principle consumer orientation involves the creation of sustainable supply chains based on mutually beneficial cooperation.

Target

Achieve long-term success by maximizing customer satisfaction, employees, owners and society. The purpose of the QMS is to match the results of the company's processes with the needs of the consumer, organization and society. (compliance with both explicit requirements and implied needs).

Tasks

Continuous improvement of product quality and reduction of quality assurance costs through the use of the PDCA cycle (Deming cycle), consisting of: planning, acting, analyzing, correcting (eliminating the causes of nonconformity, and not just correcting the results obtained);
creating consumer confidence in the absence of defects through certification of the quality management system.

Principles

Establishment needs and expectations consumers and other interested parties of the organization in the field of quality of the product or service.
Availability policy and goals organization (or a dedicated part of the organization), corresponding to the satisfaction of predetermined needs of consumers (external and internal). (see 1.).
Statement Scientific schools and directions of management#Process approach in the management of """processes""" and responsible for them necessary to achieve the goals of the organization (or a dedicated part of the organization). Implementation of a process approach in achieving these goals (see 2).
Determination of the necessary resources and providing those responsible for the processes with them to achieve the goals of the organization (or a dedicated part of the organization) (see 2. - 3.).
Development and application methods for measuring effectiveness and efficiency each process based on key indicators quality (see 1. - 3.).
Determination of the mechanisms needed for nonconformity warnings and elimination of their causes. And the implementation of these mechanisms in the QMS processes (see 3).
Development and application of the process for continuous improvement of the entire QMS(see 1. - 2.).

As can be seen from the definition, the primary element of the QMS is the needs and expectations of consumers (internal and external) of the product or service, business owners, staff and society. The organization's policies and objectives are a response to the needs and expectations of interested parties. And the subsequent process approach completes the description of the way to achieve the goals and implement the long-term policy. Each of the above points is the key to any QMS, which are in constant cyclical interaction on the way to the highest possible quality.

Industry QMS

QMS standardization based on the requirements of ISO 9001 provides only the basis for sustainable customer satisfaction, however, each industry has its own specific requirements and specifics. To better ensure customer satisfaction, industries create their own industry models of quality management systems in the form of separate standards or in the form of Recommendations for the implementation of ISO9001. The most developed models of quality management systems in industries are:

ISO/TS 16949 - suppliers of automotive components.
ISO 13485 - manufacturers of medical devices.
AS 9100 - suppliers of aerospace components.
ISO 29001 - petrochemical and gas industry.
TL 9100 - enterprises in the telecommunications industry.
IRIS is the rail industry's supply chain.
ISO 22000 - food supply chain.
ISO 20000 - service management (this standard is not made according to the structure of ISO 9001, but in general, corresponds to the spirit of TQM).
IWA 1 - healthcare facilities.
IWA 2 - educational institutions.
IWA 4 - local governments.

Notes

Literature

Lapidus Vadim Arkadyevich, Rekshinsky A. N. Consultant's dialogue with the head of the company. Top management on total quality (TQM) and ISO 9000 standards version 2000, Center Priority ADM LLC, 2005, 88 p.

- this is an integral part of the overall enterprise management system, which should ensure the stability of the quality of products or services and increase customer satisfaction. Methodologically, QMS is a system of business processes built on the basis of a process management model and aimed at managing the quality of an organization's product or service.

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What is quality? Modern management experts consider the concept of quality in four aspects, which reflect the evolution of the definition of the concept of quality with the development of not only production technologies, but also management science.
Half a century ago, the civilized world considered a product to be of high quality if it meets the standards. Over time, it became clear that this was not enough. Then, to the definition of quality, they added that the product must correspond to consumption, i.e. if the product meets the standards, but is not needed by the consumer, then it is not of high quality. Then, in the 80s, they came to the conclusion that a product cannot be called high-quality if it cannot be used. The quality must match the application. And finally, today product is called quality if, in addition to all of the above, it meets the expected needs of the consumer. Goods and services are produced by enterprises to meet the needs of consumers. These needs and expectations of the manufacturer must be formulated in clearly defined requirements - specifications. Specifications- an integral part of the technical specifications. So, if the enterprise management system is not debugged in accordance with QMS standards, then specifications often cannot provide quality in its modern sense.

What does the QMS give to the consumer? First of all, the assurance that the manufacturer aims to continuously improve quality and meet its needs and expectations. Formal confirmation that the company has actually implemented Quality Management System and it meets international standards is management system certificate issued by an independent certification body.

the company's resources are focused on meeting the needs and expectations of consumers;
there is an optimization in the control system;
with ISO 9001 certification, the company is more likely to become the preferred supplier for large companies international level;
With the correct implementation of the QMS, competitiveness in the market increases.

The quality management system (QMS) is part of the enterprise management system. Its goal is to ensure the stable quality of the services or products that the company produces. In this article, we will understand what a quality management system is. in simple terms, let's give step by step algorithm its implementation and consider the role of the financial director in this process.

Documents confirming the stability, reliability and prospects of the company, such as reporting under IFRS or, have been supplemented with a certificate of compliance of the QMS with the requirements of ISO 9001. Proper implementation of the quality management system will allow the company to receive a number of advantages:

improve manageability, competitiveness, quality of products and services;
reduce costs;
make the company customer-oriented.

See also Effective Internal Control: How to Deal with Risks and Key Issues in Setting Up an Internal Control System.

SMC is...

A quality management system is a system that ensures efficient work companies, including in the field of product quality management. The most effective when creating a QMS are the requirements fixed in the international QMS standards ISO 9000 series.

Note that an effective system can be created without focusing on the ISO 9000 series standards. However, in order to certify it, that is, to obtain a document indicating that the company's processes are effective and aimed at constantly improving the quality of products or services, the QMS must comply with the requirements ISO 9001-2000 standard. Therefore, we will consider its creation from the point of view of the requirements of ISO 9001.

In order to build a QMS in accordance with ISO 9001 standards, it is necessary:

develop a document that formulates the goals and objectives of the QMS, as well as the principles for achieving them (“quality policy”);
develop regulatory documents describing and regulating business processes ();
think over an effective mechanism for implementing the requirements regulated by the regulatory framework;
prepare staff.

When forming all these elements, the basic principles of quality management should be taken into account. Consider the implementation of the QMS in stages.

Principles of building a quality management system

When building a QMS, one should be guided by the principles formulated in the ISO 9000 QMS standard:

consumer orientation,
leader leadership,
employee involvement,
process approach,
continuous improvement,
fact-based decision making
mutually beneficial relationships with suppliers.

Model of a quality management system based on process approach, looks like that:

Stages of QMS implementation in the company

Let us consider in detail all the stages of the implementation of the QMS in the enterprise.

Stage 1. Management decision

The manager must decide on the start of the project, notify the company's employees, and also create the prerequisites for the rapid implementation of all other stages. At this stage, it is necessary to formulate the goals of building the system, highlight the processes that need to be controlled at the top level, and the criteria for assessing their quality. Subsequently, the goals must be recorded in a document called "Quality Policy", which also describes the principles for achieving them.

Stage 2. Personnel training

Personnel must understand the theory of quality management, ISO 9000 series standards, master the theory of the process approach, as well as the basic requirements for the implementation of the QMS. Training in the use of the system can be carried out both with the help of consultants and independently, if the company has an employee who has experience in setting it up.

Stage 3. Formation of the QMS implementation program

Implementation of the QMS is a complex and lengthy project for up to one and a half to two years. Therefore, it is necessary to draw up a program that should include:

description of implementation stages;
a list of people responsible for each stage of the project. As a rule, they are chosen from among top managers, as well as specialists who know best the specifics of the work of their departments;
implementation budget. It includes both the costs of certification and the payment of consultants, if they are involved, as well as the cost of further staff training and the cost of diverting management from the main work for the project. When setting up, you can do it on your own, however, distracting top management from the main work, as well as training your own specialists of the required level, can cost more than the services of a consulting company;
procedure for evaluating the implementation of the QMS. The criteria by which management will be able to determine whether it was possible to achieve the goals set at the beginning of the project are indicated.

After compiling the program, you can proceed to the direct formulation of the QMS.

Stage 4. Description and optimization of business processes

The described business processes need to be optimized, that is, all non-compliance with the requirements of the standard and duplicative ones should be eliminated, as well as new ones should be developed in accordance with the rules of the standard. Most often, companies do not have a “Customer Satisfaction Assessment”, which is required by the standard. Therefore, it is necessary to develop a system of indicators, as well as procedures necessary for the implementation and monitoring of this process.

Stage 5. Development of regulatory documentation

At this stage, normative documents, regulations and procedures are formed that ensure the work of the QMS. The basis for them is usually a set of documents already existing in the enterprise, which is modified and supplemented in accordance with the requirements of the standard.

First, based on the "Quality Policy", a document called "Quality Manual" is prepared. It contains the main provisions governing activities: the delineation of areas of responsibility, requirements for the quality service, a description of the procedures for ensuring it, the procedure for maintaining the QMS document flow, a description of the complaint handling procedure, etc.

The next level of documents is called "System-Wide Documented Procedures". According to the ISO 9001 standard, six procedures should be carried out:

document management,
data management (records),
audit management,
management of products that do not meet standards (the process of identifying defects and the procedure for their disposal),
management of actions that correct nonconformities,
management of measures to prevent the occurrence of nonconformities.

Documents of the next level describe the rules for effective planning, implementation and management of processes. These documents include working procedures, job descriptions workers, flow charts.

The basis of the "pyramid" of documents is data confirming that the requirements of the QMS are implemented in practice. These are reports on the work done, entries in the operation logs, etc., that is, a documentary basis daily work employees.

When preparing regulatory documentation, it is necessary to take into account the requirement of the ISO 9001 standard on the competence of the personnel performing the work. This means that the regulatory documents should describe the process of employees' access to regulatory documentation, as well as the requirements for personnel competence (level of knowledge, work experience), a program to improve the level of employees if necessary, an employee motivation system, etc.

It should be noted that the effective use of a large number of regulatory elements requires the presence in the organization.

Stage 6. Testing and internal audit of the quality management system

After developing all normative documents trial operation begins. You can start processes gradually, for example, first implement control over the procurement process, then production, etc. Pilot operation is accompanied by internal audit, special procedures for verification of work. At the beginning of operation, they are carried out frequently (perhaps once a week), then less frequently (once a month or even a quarter).

For internal audit purposes it is necessary to fix quantitative indicators of quality, for example, rejection rate, customer satisfaction rate, return rate, etc., to which it is necessary to strive. To determine the value of such indicators, similar indicators of industry leaders are usually used. Internal audits should identify inconsistencies between current work and the requirements of the standard. These deviations must be recorded. Then, based on the results of the audit, adjust the work of employees, as well as regulatory documentation, in order to avoid deviations in the future. All this work should also be documented.

Stage 7. Certification

In order to certify the QMS, it is necessary to submit an application to the certification body. Initially, a number of documents should be submitted to the certification body:

certification statement,
all documents (“Quality Policy”, “Quality Manual”; company organizational chart, documented procedures and other developed documents),
list of the main consumers and suppliers of the enterprise.

Specialists of the certification body conduct an examination of the submitted documents within a month. The examination may include a visit by representatives of the certification body to the enterprise to check the QMS in operation. Based on the results of the audit, a protocol is drawn up, which records all inconsistencies between the system and the requirements of the ISO 9001 standard. Usually, according to the results of the first stage of the audit, more than a hundred inconsistencies are found, and the task of the enterprise is to eliminate them as soon as possible and prove it to the certification body. As a rule, these operations take 1-4 months.

After that, the actual certification of the QMS is carried out. If all significant discrepancies are eliminated, the company is issued a certificate, it is issued for about a month. Repeated (surveillance) audits of the QMS are carried out by the certification body at regular intervals. They confirm that the company has not only implemented the system, but is constantly improving it. The cost of such an audit is approximately one third of the cost of primary certification.

The role of the financial director in the implementation of the QMS

Majority Russian enterprises have existed for a long time and work according to historically established rules. In order to change these rules in accordance with the QMS, a strong administrative resource is needed: the CEO and CFO must not only take an interest in such changes, but also manage them. Very often financial directors act as a coordinator of the process of building a system and are directly involved in the description and systematization of procedures within this work.

The setting of the QMS sometimes pushes the financial service to draw up accounting and management reporting in accordance with international standards. After all, accounting under IFRS and financial management in accordance with ISO are very close in their idea.

In order for the functioning of the organization to be successful, it is necessary to manage it in a systematic and visible way.

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

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

The quality policy is the main document of the system. It defines the purpose of building and functioning of the QMS, as well as the obligations of top management to achieve the goals.

The QMS covers such areas of activity of the university as pedagogical, scientific, educational, administrative, economic. These areas are interconnected and in most cases intersect.

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

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

The process of developing and implementing a quality management system includes the following steps:

choice of QMS model;
comparing the activities of the university with the requirements of the chosen model;
restructuring the activities of the university where necessary;
development and implementation of QMS documentation confirming the compliance of the university activities with the requirements of the model;
QMS certification, in order to improve the efficiency of business processes;
performance improvement based on continuous process improvement.

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

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

The cause of all errors is always wrong actions. In order to avoid mistakes, it is necessary to determine the correct sequence of actions, describe (formalize) them, develop instructions for implementation and control right action. In other words, the quality management of specialist training should be built in such a way that deviations from the specified requirements are, if possible, prevented, and not corrected after they have been discovered.

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

Appointment of the QMS

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

As a result of the creation necessary conditions The QMS must ensure that university graduates meet the requirements of state educational standards wishes and recommendations of interested parties. With the proper functioning of the QMS, the costs of training specialists should be optimal.

Success can be achieved by implementing and maintaining a management system designed to continually improve performance, taking into account the needs of all interested parties.

QMS structure

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

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

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

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

Document - information (meaningful data) placed on the appropriate medium.

QMS resources - everything that quality management provides.

What is needed to create a QMS organization?

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

What is ISO?

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

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

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

ISO is international organization for standardization, which is a world federation national organizations for standardization (ISO member committees).

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

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

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

Russian versions of standards:

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

One of the most important points of these standards is their universality, the use by enterprises of various forms of ownership. All of them contain the norms and requirements that the quality management system must comply with, regardless of whether it is certified or not. It is for these purposes that International Standards ISO 9000, ISO 9001, ISO 9004. GOST R ISO 19011-2012 is used as a regulatory framework for organizing and conducting audits.

Oleg Levyakov

WHAT IS QMS?

The material was prepared by Levyakov O.M.

"Those who know do not speak, those who speak do not know." Lao Tzu.

An attempt to find out what a QMS is, by means of a direct reference to the text of the ISO 9000 series standards, usually ends with one thing: the QMS is simply regarded as another "scam" of Western management!

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

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

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

The word "management" was put into use in Russian only out of necessity, so as not to lose its main semantic load: management is a methodology for detecting and correcting one's mistakes!

And what are the terms validation and verification worth?

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

I did not want to talk about it here, but another reason may simply be related to the misunderstanding of the essence of things by the authors of such publications themselves.

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

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

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

That is why let's start with a simple question: - what is the QMS for? The shortest answer is to increase the likelihood of achieving planned results. production activities.

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

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

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

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

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

Why is it so necessary to document knowledge and experience?

Because the circle of direct interaction of top management is 5-10 people, and it is they who “mediate” its management, its decisions, its vision. It is on them that it largely depends whether the desired and actual results of management will coincide. And here, just the “correct” statement of the problem, just the organization and just control, is no longer enough. Here, it is already necessary to negotiate with all the company's personnel - about a common understanding, a common vision, about what we want to have as an output. In the absence of this unity, we are faced with a situation where each of the participants in our business process understands it somehow very differently. And the result he also gets is “his own”, and may even differ significantly from what your company needs.

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

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

Rice. 3. System content of the QMS concept

The structural content of the QMS concept in the general view and in accordance with the architecture of the requirements and principles of the ISO 9000 series of standards is shown in Fig. four.

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

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

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

Rice. 5. Strategy for the implementation of the construction of the QMS

Moreover, the introduction of the QMS should be carried out only on the initiative from above, since this process requires a change in the established order of doing business, the stereotypes of employees of the enterprise.

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

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

For at least two reasons.

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

The second is that for the full-fledged work of the QMS, the collection and monitoring of much more information is required (for example, quality records management - which requires greater discipline of employees) than before. Of course, the increase in the volume of work cannot please either ordinary workers or financiers, who are tuned in to savings and reducing staff.

So what to do?

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

Rice. 6. The main success factors for the implementation of the QMS

Let's comment on the main ones.

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

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

The business model of the company is not only the basis for managing the organization. High transparency of the business, simplicity and accessibility of the system description allows you to develop the initial technical task to set up a resource management system (for example, an ERP system) and develop new requirements for improving (tuning) the resource management system. This makes it possible to provide necessary resources, the required quality, in the required quantity, in the right place, at the right time, at the right price, and reduce production costs thus enhancing the competitiveness of the company.

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

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

2. The key condition for success is the personal interest of one of the first persons of the organization in the results of implementation. In any case, the staff experiences some stress when implementing the QMS. Without the strong will and power of leaders, implementation cannot be successful.

3. Work with the management - the formation and coordination with the top officials of the company of its mission, goals and objectives in the field of quality - the invisible and visible presence of the manager in the framework of the implementation of the system is a mandatory matter, and his role is as simple as person concerned may not be enough.

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

An example of the goal setting concept, for example, project business- see fig. 7.

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

4. Formation of the implementation team and its training - no comments are needed here.

One can only add an example of personnel training for an external audit as a way of additional training.

5. Availability in staffing the position of Quality Director.

His alternative in the form of a representative of the management in the field of quality is just a crafty cover for the irresponsibility of the management itself.

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

6. Staff motivation.

This is a delicate matter and is solved in each specific case in different ways.

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

But for all that, it is very important to explain to the staff that the implementation of the system will only make the whole company better - see Fig. 9, and thus hint at the "inevitability" of change.

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

7. Implementation of implementation in the form of a project. The most detailed schedule of the QMS Implementation Project should be developed and agreed at the highest level with liability for delay or failure to implement it.

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

Rice. 10. Architecture of the concept "Quality of the company"

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

But the staff is far from always able to get to the bottom of this essence!

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

So QMS is a way of organizing production processes ensuring the achievement of planned results.

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

Rice. 11. "Iceberg" SMK

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

Resume (in a simple and understandable language for the staff).

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

It is called QMS and is a company's business process management system - see Fig. four.

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

So that different companies, when working with each other, are sure that there will be no surprises from the partner and there is a certification procedure according to the ISO 9001 standard, which clearly defines what should be guidance documents in the company, how records of production, purchases and sales should be maintained, how traceability and product identification should be carried out, how suppliers should be selected, how the effectiveness of the enterprise should be measured, what corrective and preventive actions should be taken, what management should analyze, etc. d. etc.

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

After internal and external audits, analysis by management or at the initiative of the employee, these instructions can (and should) be improved and optimized. The meaning of all this is to leave the owner of the enterprise with a documented algorithm for the most effective actions of the employee, in case the old experienced master "Uncle Vasya" fell ill or retired.

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

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

And quite simply: The QMS turns a heroic guerrilla unit into a well-trained regular army battalion!