The criterion for the control of manufactured products is the compliance of products with the requirements of design documentation and technical documentation.

A responsibility

The head of the quality service is responsible for organizing product quality control.

Responsibility for the implementation of activities under this procedure lies with the heads of departments.

The head of the occupational health and safety department is responsible for organizing the medical examination of the controllers' vision.

Procedure for carrying out activities

Control of the "first part"

The control of the "first part" is carried out in the press shop, in the plastics processing shop, in the assembly shops in the following cases:

At the beginning of the shift;

When installing again or after repairing a die or mold;

When changing the batch of material;

When changing a worker;

When starting the assembly line.

The “first part” is presented to the inspector for control by the workers. In the assembly shop, the “first part” is the assembly unit. The controller controls the manufactured "first part" in accordance with the requirements of the TD. The acceptance results are recorded with the entry “good” in the column “Control of the first part” of the journal “Registration of results of control (tests)” (Appendix A) and in the accompanying documentation in accordance with PSK 7530 (Identification and traceability of products).

For negative results:

The controller isolates the "first part" in accordance with CPM 8300 (Control of nonconforming products);

The adjuster adjusts the equipment until a good part is received. If he

cannot resolve the discrepancy on his own, he informs the production foreman for a decision.

The "first part" is stored at the workplace and presented with the manufactured batch for control.

When changing the tooling, the control of the “last part” is carried out, which is stored with the tooling until the next start in production.

Flying production control

Volatile control is carried out by QCD representatives at least once a

week, as well as additionally due to production needs. The business need may be:

Excess losses from the marriage of the controlled part;

Notification of the consumer about the rejection of products.

During its implementation, it is controlled:

Compliance with the requirements of CD, TD, PSK, RI;

The state of marriage zones;

Identification of material and products;

conditions and terms of storage of products in warehouses and production sites;

Compliance with the FIFO method, etc.

The task for "flying control" is drawn up by the QCD (BTK) in the form (Appendix B). In case of detection of conditions that can lead to a deterioration in product quality, the head of the BTK shop issues a "Warning of non-compliance" (Appendix B) in 2 copies. One copy is sent to the head of the department, a copy to the head of the QCD. On the basis of the "Warning of non-compliance", the head of the QCD has the right to stop the acceptance of products by notifying the head of the quality service. The head of the division has the right to stop production at any stage, as well as shipment with immediate notification of the production director.

Interoperational control

Interoperational control is carried out by Quality Control Department based on the requirements of technological processes at least once a week. The results are drawn up in accordance with Appendix B. Actions with nonconforming products identified as a result of the control are carried out in accordance with PSK 8300. Accompanying documentation is drawn up in accordance with PSK 7530.

Control of the operation by the performer

The worker in the process of work must comply with the requirements of RI and TD. If the operation being performed complies with the requirements of the TD, the worker draws up an accompanying label and (or) a route sheet in accordance with PSK 7530. If non-conforming products are detected, the worker is obliged to inform the production foreman and identify it in accordance with PSK 7530.

Final product control

Presentation of products for control is carried out in batches during the shift, but no later than 30 minutes before the end of the shift. The presentation is made at the control posts of the QCD and sites for the final acceptance of products in accordance with the approved layout of the workshop. The contours of the site are marked with white or yellow lines and the tabular "Finished products".

Products for control are presented with accompanying documentation drawn up in accordance with PSK 7530. In assembly shops with a conveyor system, final control is allowed to be carried out during the shift one by one in accordance with the requirements of RI and TD.

When accepting products, the inspector is prohibited from using the measuring tool of the worker.

The organization of the workplaces of QCD controllers, equipping it with the necessary measuring instruments, testing equipment and documentation is carried out by the head of the workshop - the manufacturer of the products presented for control.

QCD inspectors are prohibited from accepting products:

In the absence of cleanliness and order in the workplace of the production worker;

Manufactured using faulty and non-certified measuring instruments;

Without presenting the "first part" (in the workshops in accordance with clause 4.3.1.1).

The results of product acceptance are recorded in the journal (Appendix A) and in the accompanying documentation in accordance with PSK 7530. The quality of products in the assembly shops is confirmed by the stamp of the quality control department in the places provided for by the TD for the products. QCD inspectors in the workshops that carry out packaging are prohibited from pre-stamping packing lists (passports). If an NP is detected, further actions are taken in accordance with PSK 8300.

Products that are not accepted by the QCD at the first presentation are sorted (or disposed of) by the manufacturer's workshop and presented again within three days. Re-submission is carried out by the production foreman with the provision of an act on the analysis and elimination of defects (Appendix D). The presentation of products according to the "Permission Card" is repeated, while the act is not issued. The number of the act or the “Permission Card” is entered by the QCD controller in the column

"Controller" of the magazine (Appendix A) marked "repeatedly".

The percentage of change from the 1st presentation is calculated weekly by the heads of the BTK in one of two options (by the number of batches or products presented) according to the formula:

K is the number of rejected batches (products); S - the number of initially presented batches (products). The quality engineer of the OAKP weekly (monthly) analyzes the “Product delivery from the 1st presentation” by the shops on the basis of a certificate provided by the heads of the BTC.

Abbreviations

CI- qualification tests

PSI- acceptance tests

PI- periodic tests

TI- type tests

CDP- chief technologist department

WGC- chief designer department

Ogmeter- department of chief metrologist

PEO- planning and Economic Department

KU- commercial management

PZ- customer representation

LCI- laboratory of control tests

The Supplier shall ensure that incoming products are not used or processed (except in the special case described below) before they have been inspected or verified for compliance with specified requirements. Checking for compliance with established requirements should be carried out in accordance with the quality program and (or) methods.

When determining the scope and nature of incoming inspections, account should be taken of quality control measures carried out directly at the subcontractor and recorded evidence of quality assurance of deliveries.

If the supplied product is sold before inspection due to the urgency of production, it must be identified and registered in order to be able to immediately return and replace in case of non-conformity.

Inspection and testing during production

The supplier must:

1. control and test products in accordance with the quality program and (or) methods;

2. store the product until the appropriate controls and tests have been completed or the necessary reports have been received and verified, unless the product is released under well-defined return procedures. The return of products does not exclude the performance of inspection and testing activities.

Final control and testing

The supplier shall carry out all types of final control and testing in accordance with the quality program and (or) methods in order to obtain evidence of the conformity of the finished product with the established requirements.

The quality program and (or) methods of final control and testing should provide for all types of control and testing, including those established during product acceptance or during production.

Products are shipped when all activities defined in the quality program and/or procedures have been completed with satisfactory results and the relevant data and documentation are available and approved.

Control and test protocols

The Supplier shall develop and maintain records stating that the product has been subjected to controls and/or tests and the results of those controls and/or tests. If the product has not passed the control and (or) testing, apply the procedures for managing products that do not meet the established requirements.

The protocol must indicate the unit or official who controls and is responsible for the release of products.

Quality analysis methods

Applied methods of quality analysis

For quality management (identification and analysis of problems), the following methods are usually used: checklists, brainstorming, process diagram, Pareto diagram, cause-and-effect diagram, time series, control chart, histogram, scatter plot. Most of these methods are statistical. According to ISO 9001:94, 9002:94, 9003:94 (clause 4.20) “The supplier shall determine the needs for statistical methods used in the development, control and verification of process feasibility and product characteristics.” Thus, for a project or enterprise, a set of methods must be defined that will be applied.

All activities throughout the product life cycle require the use of statistical methods. Statistical methods can be divided into three types: methods used to identify problems, methods used to analyze problems, methods used both to identify and analyze problems. The success of the application of a statistical method depends on its simplicity, i.e. from the ability of a person without a special statistical education to apply it. Also, the ratio of labor costs for the application of the method and the benefits that it brings should always be taken into account.

The following is a brief description of quality analysis methods. All these methods are used within the framework of statistical process control, which combines statistical principles and process control. Statistical process control is at the intersection of statistics and process control. It catalysed the quality revolution in Japan and led to the concept of total quality management. Now it is one of the quality assurance tools. A description of the principles of statistical process control is given after a description of individual methods for identifying and analyzing problems.

Control sheet

A checklist is a convenient document form for collecting and analyzing information. It is used to determine the frequency of occurrence of an event. It is also called a checklist. Checklists are used at all stages of the project. They provide data for analysis by more sophisticated statistical methods. Before using them, you need to make sure that all employees who are to fill out checklists have the same understanding of the terms used in them. It is better if there is a checklist for each employee and for each day of work studied. Also, one summary control sheet can be kept by the controller, foreman or foreman.

On fig. 3.1 is an example of a controller's checklist.

Employee	Number of marriages from 1 to 5 June	Total
						during the week
Ivanov	I I I I	I I I I	I I I I I	I I I	I I I I
Petrov	I I	I I I I I I	I I I I I	I I I	I I I I I
Sidorov	I I I I	I I I I I	I I I I	I I I I	I I I
Yashin	I I I I I I	I I I	I I I I	I I I I I	I I
Total

Rice. 3.1 Controller's checklist

Brainstorm

This method is used to develop a group of ideas on some issue. As a rule, this is a question “why?”, “How?” or “what?”. For example, “why are there few customers visiting the store?”, or “how to attract more customers to the store?” etc. The question should be formulated and equally understood by all participants in the brainstorming session.

Basic rules for brainstorming:

1. All ideas expressed should be written down, no matter how stupid or unrealistic they seem. The more ideas, the better. It is better if the notes are kept on a board or flipchart so that everyone can see the ideas already expressed.

2. It is forbidden to criticize or evaluate the ideas expressed, even with negative grimaces. Brainstorming is about generating, not evaluating, ideas. The leader must strictly enforce this rule.

4. You can develop the ideas already expressed.

5. It is better if the idea is written down verbatim, as expressed by the author.

Ideas can be expressed in two ways:

1. Ordered in turn, when the leader sequentially addresses everyone. At the same time, only one idea is expressed at a time. If there are no ideas, then the person skips his turn.

2. Disorderly, when ideas are expressed as they arise.

Process Diagram

There are 4 types of process diagrams. These are: drop-down diagram, detailed diagram, flow diagram and application diagram. They describe different aspects of the process. The most commonly used drop-down scheme, which will be discussed below. A detail diagram is a more detailed drop-down diagram that includes all the steps in a process. It requires a lot of time to build and is used only if this effort is justified. A flow diagram is a diagram of the movement of something in the process under consideration. For example, for the optimal placement of employee rooms on a floor, a diagram of the movement of employees when performing their functions on the floor during the working day can be built. After that, the rooms are distributed in such a way as to make this movement minimal. The application schema is a table in which the rows correspond to the actions performed within the process, and the columns correspond to the performers of these actions. At the same time, different icons can be placed at the intersection of rows and columns to distinguish between who performs this action, who checks the correctness, etc.

A drop-down diagram is a step-by-step schematic diagram used to define the main steps of a process or describe the process under study. It shows the sequence of activities in a process and provides a common understanding and terminology for the team members analyzing the process. With a process map in place, the team can identify potential or existing failures and develop measures to prevent them. The drop-down diagram can also be used to describe a new (changed) process that is about to be implemented to improve quality.

To build a drop-down diagram:

1. Determine the main stages of the process under study. There should be no more than 6-7 of them (otherwise the analysis is difficult).

2. Write them out in a sequential diagram in one row at the top of a sheet of paper or board.

3. Then, under each stage, list the main actions included in this stage (again, no more than 6-7).

On fig. 3.2 is an example of a drop-down process diagram.

Stage 1 Plan to create a report	Þ	Stage 2 Organization of work on writing a report	Þ	Stage 3 Writing a report	Þ	Stage 4 Publication of the report
ß		ß		ß		ß
1. Determining the objectives of the report 2. Determining what should be expressed in the report 3. Determining who is involved in writing the report and their responsibilities		1. Determination of the content and main topics of the report 2. Determining the order of discussion of sections of the report 3. Gathering the necessary information		1. Writing sections of the report 2. Editing the report, pairing different sections 3. Stylistic text editing 4. Adding graphs and charts 5. Grammar editing		1. Development of the report design, the necessary change in the structure 2. Typing and printing of text, inserting the latest versions of graphs and diagrams 3. Proofreading 4. Reproduction and mailing

Rice. 3.2 Drop-down diagram of the department report generation process

Pareto chart

It is used when it is required to assess the relative importance of identified problems. The Pareto chart is a graph where the problems are located along the horizontal axis, and their relative importance, assessed by some common parameter for all of them (for example, by the cost of damage, or frequency of occurrence) is located along the vertical axis. Issues are listed in descending order of importance. Data for constructing a Pareto chart can be taken, for example, from control sheets. The Pareto chart is named after the Pareto principle, according to which 80% of the damage is caused by 20% of the problems. Pareto charts allow analysts to decide which problems should be solved and which will not bring much effect, as well as to develop a sequence of problem solving.

On fig. 3.3 is an example of a Pareto chart.

Problems

Rice. 3.3 Pareto chart

Topic 4. General functions of product quality management

4.4. Control, accounting and analysis of quality management processes

4.4.1. Organization of product quality control and defect prevention

Quality control occupies a special place in product quality management. It is control, as one of the effective means of achieving the intended goals and the most important function of management, that contributes to the correct use of the objectively existing, as well as the prerequisites and conditions created by man for the production of high-quality products. The efficiency of production as a whole largely depends on the degree of perfection of quality control, its technical equipment and organization.

It is in the process of control that the actually achieved results of the system functioning are compared with the planned ones. Modern methods of product quality control, which allow achieving high stability of quality indicators at minimal cost, are becoming increasingly important.

Control- this is the process of determining and evaluating information about deviations of actual values ​​from given values ​​or their coincidence and analysis results. You can control the goals (goal / goal), the progress of the plan (goal / will be), forecasts (will be / will be), the development of the process (will / be).

The subject of control can be not only performing activities, but also the work of a manager. The control information is used in the regulation process. So they say about the expediency of combining planning and control into a single control system (Controlling): planning, control, reporting, management.

Control is carried out by persons directly or indirectly dependent on the process. Verification (revision) is control by persons independent of the process.

The control process must go through the following stages:

1. Definition of the control concept (comprehensive control system "Controlling" or private checks);
2. Determination of the purpose of control (decision on the appropriateness, correctness, regularity, effectiveness of the process
board);
3. Scheduling the test:
a) objects of control (potentials, methods, results, indicators, etc.);
b) verifiable norms (ethical, legal, industrial);
c) subjects of control (internal or external control bodies);
d) control methods;
e) the scope and means of control (full, continuous, selective, manual, automatic, computerized);
f) timing and duration of inspections;
g) the sequence, methods and tolerances of checks.
4. Determination of actual and prescribed values.
5. Establishing the identity of discrepancies (detection, quantification).
6. Making a decision, determining its weight.
7. Documenting the solution.
8. Metaverification (validation verification).
9. Communication of the decision (oral, written report).
10. Evaluation of the solution (analysis of deviations, localization of causes, establishment of responsibility, study of possibilities for correction, measures to eliminate deficiencies).

Types of control are distinguished by the following features:

1. By belonging of the subject of control to the enterprise:
interior;
external;

2. On the basis for the control:
voluntary;
in law;
according to the statute.

3. According to the object of control:
process control;
decision control;
object control;
control over the results.

4. By regularity:
systemic;
irregular;
special.

Quality control should confirm the fulfillment of specified product requirements, including:

input control (materials should not be used in the process without control; inspection of the incoming product must comply with the quality plan, fixed procedures and can take various forms);

intermediate control (the organization must have special documents that fix the procedure for control and testing within the process, and carry out this control systematically);

final control (designed to identify compliance between the actual end product and that provided by the quality plan; includes the results of all previous checks and reflects the product's compliance with the necessary requirements);

· registration of results of control and tests (documents on results of control and tests are provided to the interested organizations and persons).

Tests of finished products are a special type of control. Andtest is the determination or study of one or more characteristics of a product under the influence of a combination of physical, chemical, natural or operational factors and conditions. Tests are carried out according to the relevant programs. Depending on the goals, there are the following main types of tests:

Preliminary tests - tests of prototypes to determine the possibility of acceptance tests;
acceptance tests - testing of prototypes to determine the possibility of their production;
acceptance tests - tests of each product to determine the possibility of its delivery to the customer;
periodic tests - tests that are carried out once every 3-5 years to check the stability of the production technology;
Type tests - tests of serial products after making significant changes in the design or technology.

The accuracy of measuring and testing equipment affects the reliability of the quality assessment, so ensuring its quality is especially important.

From the normative documents regulating metrological activity, there are: the Law of the Russian Federation on the uniformity of measurements and the international standard ISO 10012-1: 1992 on confirmation of the metrological suitability of measuring equipment.

In managing control, measurement and test equipment, the organization shall:

determine what measurements should be made, by what means and with what accuracy;
document the compliance of the equipment with the necessary requirements;
regularly calibrate (check the divisions of the device);
determine the methodology and frequency of calibration;
Document the results of the calibration;
· provide conditions for the use of measuring equipment, taking into account environmental parameters;
Eliminate faulty or unusable control and measuring equipment;
· Adjust hardware and software with the help of specially trained personnel only.

Passage of control and testing of products must be confirmed visually (for example, using labels, tags, seals, etc.). Those products that do not meet the verification criteria are separated from the rest.

It is also necessary to identify the specialists responsible for carrying out such control and establish their powers.

To make a decision on control and organization of control processes, a number of criteria may be important: its effectiveness, the effect of influencing people, the tasks of control and its boundaries (Fig. 4.5).

Rice. 4.5. The main components of the criterion for the decision to control

Quality control system products is a set of interrelated objects and subjects of control, used types, methods and tools for assessing the quality of products and preventing defects at various stages of the product life cycle and levels of quality management. An effective control system allows, in most cases, to carry out a timely and targeted impact on the level of product quality, to prevent all kinds of shortcomings and malfunctions, to ensure their prompt identification and elimination with the least expenditure of resources. Positive results of effective quality control can be identified and in most cases quantified at the stages of development, production, circulation, operation (consumption) and restoration (repair) of products.

In market conditions of management, the role of quality control services of enterprises' products in ensuring the prevention of defects in production is significantly increasing, their responsibility for the reliability and objectivity of the results of inspections being carried out, and preventing the supply of low-quality products to consumers is increasing.

The need for priority improvement of the activities of the technical control services of enterprises is determined by their special place in the production process. Thus, close proximity to controlled objects, processes and phenomena (in time and space) creates the most favorable conditions for employees of control services for the following:

development of optimal control plans based on the results of long-term observation, analysis and generalization of information on the quality of the initial components of the finished product, the accuracy of equipment, the quality of tools and equipment, the stability of technological processes, the quality of work of performers and other factors that have a direct impact on product quality;

prevention of marriage and ensuring the active preventive impact of control on the processes of occurrence of deviations from the requirements of approved standards, specifications, parameters of existing technological processes, etc.;

timely carrying out in the required volume of all the foreseen control operations;

purposeful operational change in the conditions of operation of the object of control to eliminate emerging failures and prevent the production and supply of products of inadequate quality to consumers.

It should be emphasized that quality control carried out by the relevant departments of enterprises is primary (preceding in time) in relation to control by other subjects of quality management. This circumstance indicates the need for priority improvement of the activities of technical control services at enterprises. Figure 4.6 shows the typical composition of the structural units of the technical control department (QCD) of a large enterprise.

Quality control operations are an integral part of the technological process of manufacturing products, as well as their subsequent packaging, transportation, storage and shipment to consumers. Without the employees of the control service of the enterprise (workshop, site) carrying out the necessary verification operations in the process of manufacturing products or upon completion of individual stages of their processing, the latter cannot be considered fully manufactured, therefore they are not subject to shipment to buyers. It is this circumstance that determines the special role of technical control services.

Rice. 4.6. Structural divisions of OTC

Technical control services are currently functioning at almost all industrial enterprises. It is the departments and departments of quality control that have the most essential material and technical prerequisites (testing equipment, instrumentation, equipment, premises, etc.) for conducting a qualified and comprehensive assessment of the quality of products. Nevertheless, the reliability of the results of quality control carried out by the personnel of these services often raises reasonable doubts.

At some enterprises, the exactingness and objectivity of technical control workers when accepting manufactured products remain at a low level. The weakening of the work to identify internal defects is almost everywhere accompanied by an increase in claims for manufactured products. At many enterprises, there is an excess of the amount of losses from claims and reclamations for low-quality products over the amount of losses from defects in production.

The detection of many defects in products only by consumers of products indicates the unsatisfactory work of the technical control services of enterprises and, in particular, the lack of the necessary interest and responsibility of the personnel of control departments in the full detection of defects in the serviced production areas.

In the structure of product quality control services of many enterprises, there are mainly subdivisions that provide technical and technological aspects of quality control. At the same time, the organizational, economic and information functions of departments and departments of technical control are not sufficiently developed. Many enterprises in the work of these departments have such problems and shortcomings as:

low capacity of control services and insufficient number of personnel, leading to disruption in the rhythm of production and sales of products, failure to perform certain quality control work, the emergence of uncontrolled production sites;

unreliability of control results;
low exactingness and subjectivity in assessing product quality;
weak technical equipment and shortcomings of metrological support;
imperfection of measurement methods, duplication and parallelism in quality assessment work;
relatively low wages of employees of the quality control services of enterprises' products;
shortcomings in the bonus systems for personnel of control services, leading to disinterest in the full and timely detection of defects;
non-compliance of the qualifications of inspectors with the category of examinations performed, low educational level of employees of the quality control department of enterprises.

The elimination of the noted shortcomings in the work of technical control services, which impede the achievement of high preventive measures, reliability and objectivity of inspections, can have a versatile positive impact on the processes of formation and evaluation of the quality of products.

Firstly, technical control, aimed at preventing the imbalance of production processes and the occurrence of deviations from the requirements established for the quality of products, contributes to the prevention of defects, its detection at the earliest stages of technological processes and prompt elimination with minimal expenditure of resources, which undoubtedly leads to improving the quality of products, increasing production efficiency.

Secondly, strict and objective quality control of products by QCD employees prevents the penetration of defects beyond the gates of manufacturers, helps to reduce the volume of low-quality products supplied to consumers, reduces the likelihood of additional unproductive costs inevitably arising from poor control to identify and eliminate various defects in already assembled products, storage, shipment and transportation of low-quality products to consumers, its incoming control by special units and the return of defective products to manufacturers.

Thirdly, the reliable operation of the quality control service creates the necessary prerequisites for eliminating duplication and parallelism in the work of other enterprise services, reducing the volume of information processed by them, releasing many qualified specialists engaged in rechecking products adopted by the enterprise technical control service, and significantly reducing the number of disagreements that have place in assessing the quality of products by various subjects of control, reducing the cost of technical control and increasing its efficiency.

Improving the activities of departments and departments of technical control of enterprises should first of all provide for the creation, development and strengthening within the control services of those units that are able to effectively solve the following tasks:

development and implementation of measures to prevent defects in production, to prevent deviations from the approved technological processes, to prevent malfunctions that lead to a deterioration in the quality of products;

development and implementation of progressive methods and means of technical control, contributing to the growth of productivity and capital-labor ratio of labor of QCD controllers, increasing the objectivity of inspections and facilitating the work of personnel of control services;

objective accounting and a comprehensive differentiated assessment of the quality of work of various categories of personnel of the control service, determining the reliability of control results;

preparation of the necessary data for the subsequent centralized processing of information on the actual state and changes in the basic conditions and prerequisites for the production of high-quality products (the quality of raw materials supplied through cooperation, semi-finished products, components, etc., the quality of work of workers, the state of technological discipline in workshops and on sites, etc.), as well as information on the achieved level of product quality;

carrying out work to expand the introduction of self-control of the main production workers (in particular, the formation of a list of technological operations transferred for quality self-control, equipping workplaces with the necessary instrumentation, tools, equipment and documentation, special training for workers, selective control of the activities of performers transferred to work with a personal brand, evaluation of the results of the introduction of self-control in production, etc.);

conducting special studies of the dynamics of product quality during their operation, involving the organization of an effective information relationship between suppliers and consumers on product quality issues;

planning and technical and economic analysis of various aspects of the activities of the product quality control service;

coordination of work of all structural subdivisions of departments and departments of technical control of the enterprise;

periodic determination of the absolute value and dynamics of costs for product quality control, the impact of preventive maintenance, reliability and cost-effectiveness of technical control on the quality of products and the main indicators of the enterprise, evaluation of the effectiveness of the control service.

At small enterprises, due to a number of objective reasons, the creation of several new divisions as part of the technical control service is not always possible. In such cases, the functions listed above can be transferred for permanent execution not to newly created units, but to individual specialists of the quality control service that are part of one or another of its structural units.

In the existing production conditions, a fairly quick and effective increase in the objectivity of product quality control is achieved as a result of changing the incorrect system that has developed at many enterprises for evaluating and stimulating the work of various categories of personnel in control services, creating a genuine interest of these workers in improving the quality of their work, ensuring the reliability of ongoing inspections.

To significantly improve the results of product quality control, it is also necessary to concentrate the efforts of employees of control services to ensure the priority development of progressive types of technical control that make it possible to prevent defects in production. Figure 4.7 shows the composition of the elements of the marriage prevention system at the enterprise and their relationship. The effectiveness of its activities directly affects the quality indicators of the enterprise, therefore it is of enduring importance.

The development of progressive types of technical control implies the need for priority improvement:

product quality control at the stage of its development;

standard control of design, technological and other documentation for newly mastered and modernized products; incoming quality control of raw materials, materials, semi-finished products, components and other products obtained through cooperation and used in our own production;

monitoring compliance with technological discipline by the direct executors of production operations;

self-control of the main production workers, brigades, sections, shops and other divisions of the enterprise.

Rice. 4.7. The system of marriage prevention at the enterprise

The correct use of the listed types of control contributes to a significant increase in its active impact on the process of forming the quality of products, since it is not a passive fixation of defects in production, but the prevention of its occurrence.

The use of these types of control allows for the timely detection of emerging deviations from established requirements, the prompt identification and elimination of various causes of a decrease in product quality, and the prevention of the possibility of their occurrence in the future.

4.4.2. Methods of quality control, analysis of defects and their causes

Technical control- this is a check of the compliance of the object with the established technical requirements, an integral and integral part of the production process. Subject to control:

raw materials, materials, fuel, semi-finished products, components coming to the enterprise;
manufactured blanks, parts, assembly units;
finished goods;
equipment, tooling, technological processes for manufacturing products.
The main tasks of technical control are to ensure the release of quality products, in accordance with the standards and technical specifications, to identify and prevent defects, to take measures to further improve the quality of products.

To date, a variety of quality control methods have been developed, which can be divided into two groups:

1. Self-check or self-check- personal check and control by the operator using the methods established by the technological map for the operation, as well as using the provided measuring tools in compliance with the specified check frequency.

2. revision (examination)– verification carried out by the inspector, which must correspond to the content of the process control chart.

The organization of technical control consists in:
design and implementation of the quality control process;
determination of organizational forms of control;
selection and feasibility study of means and methods of control;
ensuring the interaction of all elements of the product quality control system;

· development of methods and systematic analysis of marriage and defects.

Depending on the nature of the defects, the marriage may be correctable or irreparable (final). In the first case, after correction, the products can be used for their intended purpose, in the second case, it is technically impossible or economically unreasonable to make the correction. The perpetrators of the marriage are being identified and measures are being taken to prevent it. Types of technical control are shown in Table 4.3.

When controlling the quality of products, physical, chemical and other methods are used, which can be divided into two groups: destructive and non-destructive.

Destructive methods include the following tests:

tensile and compression tests;
impact tests;
tests under repeated-variable loads;
hardness tests.

Table 4.3

	Classification sign	Types of technical control
	By appointment	Input (products from suppliers); industrial; inspection (control control).
	By stages of the technological process	Operational (in the process of manufacturing); acceptance (finished products).
	By control methods	Technical inspection (visual); measuring; registration; statistical.
	By completeness of coverage by control of the production process	Solid; selective; volatile; continuous; periodic.
	On the mechanization of control operations	Manual; mechanized; semi-automatic; auto.
	Influence on the course of processing	Passive control (with a stop of the processing process and after processing); active control (control during processing and stop the process when the required parameter is reached); active control with automatic adjustment of equipment.
	By measuring dependent and independent tolerances	Measurement of actual deviations; measurement of limit deviations using passable and impassable gauges.
	Depending on the object of control	Product quality control; control of commodity and accompanying documentation; process control; control of technological equipment; control of technological discipline; control of qualification of performers; monitoring compliance with operating requirements.
	Influence on the possibility of subsequent use	Destructive; non-destructive.

Non-destructive methods include:

• magnetic (magnetographic methods);
• acoustic (ultrasonic flaw detection);
• radiation (defectoscopy using x-rays and gamma rays).

4.4.3. Statistical quality control methods

The meaning of statistical methods of quality control lies in a significant reduction in the cost of its implementation compared to organoleptic (visual, auditory, etc.) with continuous control, on the one hand, and in the exclusion of random changes in product quality, on the other.

There are two areas of application of statistical methods in production (Fig. 4.8):

when regulating the course of the technological process in order to keep it within the specified limits (left side of the diagram);

upon acceptance of manufactured products (right side of the diagram).

Rice. 4.8. Areas of application of statistical methods of product quality management

To control technological processes, the problems of statistical analysis of the accuracy and stability of technological processes and their statistical regulation are solved. In this case, tolerances for controlled parameters specified in the technological documentation are taken as a standard, and the task is to strictly keep these parameters within the established limits. The task of searching for new modes of performing operations in order to improve the quality of the final production can also be set.

Before undertaking the application of statistical methods in the production process, it is necessary to clearly understand the purpose of applying these methods and the benefits of production from their application. It is very rare that data is used to judge quality as received. Typically, seven so-called statistical methods or quality control tools are used for data analysis: stratification (stratification) of data; charts; Pareto chart; causal diagram (Ishikawa diagram or "fish skeleton"); control sheet and histogram; scatter diagram; control cards.

1. Stratification (stratification).

When data is divided into groups in accordance with their characteristics, the groups are called layers (strata), and the separation process itself is called stratification (stratification). It is desirable that the differences within the layer be as small as possible, and between the layers as large as possible.

There is always a greater or lesser spread of parameters in the measurement results. If we stratify according to the factors that generate this variation, it is easy to identify the main reason for its occurrence, reduce it and achieve an increase in product quality.

The use of different methods of delamination depends on the specific tasks. In production, a method called 4M is often used, taking into account factors depending on: a person (man); machines (machine); material (material); method (method).

That is, delamination can be done like this:

By performers (by gender, work experience, qualifications, etc.);
- by machines and equipment (by new or old, brand, type, etc.);
- by material (by place of production, batch, type, quality of raw materials, etc.);
- according to the method of production (by temperature, technological method, etc.).

In trade, there can be stratification by regions, firms, sellers, types of goods, seasons.

The pure stratification method is used when calculating the cost of a product, when it is required to estimate direct and indirect costs separately for products and batches, when assessing profit from the sale of products separately for customers and products, etc. Stratification is also used in the application of other statistical methods: in the construction of cause-and-effect diagrams, Pareto diagrams, histograms and control charts.

2. Graphical presentation of data widely used in industrial practice for clarity and to facilitate understanding of the meaning of data. There are the following types of charts:

BUT). The graph, which is a broken line (Fig. 4.9), is used, for example, to express changes in any data over time.

Rice. 4.9. An example of a "broken" graph and its approximation

B) Pie and strip plots (Figures 4.10 and 4.11) are used to express the percentage of data under consideration.

Rice. 4.10. Pie Chart Example

The ratio of the components of the cost of production:
1 - the cost of production in general;
2 - indirect costs;
3 - direct costs, etc.

Rice. 4.11. Ribbon Chart Example

Figure 4.11 shows the ratio of the amounts of proceeds from the sale of individual types of products (A, B, C), a trend is visible: product B is promising, but A and C are not.

AT). The Z-plot (Fig. 4.12) is used to express the conditions for achieving these values. For example, to evaluate the general trend when registering actual data by month (sales volume, production volume, etc.)

The graph is built as follows:

1) the values ​​​​of the parameter (for example, sales volume) are plotted by months (for a period of one year) from January to December and are connected by straight line segments (broken line 1 in Fig. 4.12);

2) the cumulative amount for each month is calculated and the corresponding graph is built (broken line 2 in Fig. 4.12);

3) final values ​​are calculated (changing total) and the corresponding graph is built. For the changing total, in this case, the total for the year preceding the given month is taken (broken line 3 in Fig. 4.12).

Rice. 4.12. An example of a Z-shaped plot.

The ordinate axis is revenue by months, the abscissa axis is the months of the year.

By changing the total, you can determine the trend of change over a long period. Instead of a changing total, you can plot the planned values ​​on the graph and check the conditions for achieving them.

G). The bar graph (Fig. 4.13) represents the quantitative dependence, expressed by the height of the bar, of such factors as the cost of the product from its type, the amount of waste as a result of marriage from the process, etc. Varieties of the bar graph are the histogram and the Pareto chart. When plotting a graph along the y-axis, the number of factors influencing the process under study is plotted (in this case, the study of incentives to purchase products). On the abscissa axis - factors, each of which corresponds to the height of the column, depending on the number (frequency) of the manifestation of this factor.

Rice. 4.13. An example of a bar chart.

1 - the number of incentives to buy; 2 - incentives to buy;

3 - quality; 4 - price reduction;

5 - warranty periods; 6 - design;

7 - delivery; 8 - others;

If we sort the incentives to buy by the frequency of their occurrence and build a cumulative sum, we get a Pareto chart.

3. Pareto chart.

A scheme built on the basis of grouping by discrete features, ranked in descending order (for example, by frequency of occurrence) and showing the cumulative (cumulative) frequency, is called a Pareto chart (Fig. 4.10). Pareto is an Italian economist and sociologist who used his chart to analyze Italy's wealth.

Rice. 4.14. An example of a Pareto chart:

1 - errors in the production process; 2 - low-quality raw materials;

3 - low-quality tools; 4 - low-quality templates;

5 - low-quality drawings; 6 - other;

А – relative cumulative (cumulative) frequency, %;

n is the number of defective units of production.

The above diagram is built on the basis of grouping defective products by types of marriage and arranging in descending order the number of units of defective products of each type. The Pareto chart can be used very widely. With its help, you can evaluate the effectiveness of the measures taken to improve the quality of products by building it before and after making changes.

4. Cause and effect diagram (Fig. 4.15).

a) an example of a conditional diagram, where:

1 - factors (reasons); 2 - large "bone";

3 - small "bone"; 4 - middle "bone";

5 - "ridge"; 6 - characteristic (result).

b) an example of a cause-and-effect diagram of factors affecting product quality.

Rice. 4.15 Cause-and-effect diagram examples.

A cause and effect diagram is used when it is required to investigate and depict the possible causes of a particular problem. Its application allows you to identify and group the conditions and factors that affect this problem.

Consider the form cause-and-effect diagram in fig. 4.15 (it is also called the "fish skeleton" or Ishikawa diagram).

Chart order:

1. A problem is chosen for solution - a "ridge".
2. The most significant factors and conditions influencing the problem are identified - the causes of the first order.
3. A set of causes influencing significant factors and conditions (causes of the 2nd, 3rd and subsequent orders) is revealed.
4. The diagram is analyzed: factors and conditions are ranked in order of importance, those reasons that are currently amenable to adjustment are established.
5. A plan for further action is drawn up.

5. Control sheet(cumulative frequency table) is compiled to build histograms distribution, includes the following columns: (Table 4.4).

Table 4.4

Based on the control sheet, a histogram is built (Fig. 4.16), or, with a large number of measurements, probability density curve(Fig. 4.17).

Rice. 4.16. An example of presenting data as a histogram

Rice. 4.17. Types of probability density distribution curves.

The histogram is a bar graph and is used to visualize the distribution of specific parameter values ​​by frequency of occurrence over a certain period of time. By plotting the allowable values ​​of a parameter on a graph, you can determine how often that parameter falls within or out of the allowable range.

When examining the histogram, you can find out whether the batch of products and the technological process are in a satisfactory condition. Consider the following questions:

• what is the width of the distribution in relation to the width of the tolerance;
• what is the center of distribution in relation to the center of the tolerance field;
• what is the form of distribution.

If

a) the form of distribution is symmetrical, then there is a margin for the tolerance field, the distribution center and the center of the tolerance field coincide - the quality of the lot is in a satisfactory condition;

b) the distribution center is shifted to the right, that is, the fear that among the products (in the rest of the lot) there may be defective products that go beyond the upper tolerance limit. Check if there is a systematic error in the measuring instruments. If not, then continue to produce products by adjusting the operation and shifting the dimensions so that the center of distribution and the center of the tolerance field coincide;

c) the center of distribution is located correctly, however, the width of the distribution coincides with the width of the tolerance field. There are fears that when considering the entire batch, defective products will appear. It is necessary to investigate the accuracy of the equipment, processing conditions, etc. or expand the tolerance field;

d) the distribution center is displaced, which indicates the presence of defective products. It is necessary by adjustment to move the distribution center to the center of the tolerance field and either narrow the distribution width or revise the tolerance;

e) the situation is similar to the previous one, the measures of influence are similar;

f) 2 peaks in the distribution, although the samples were taken from the same lot. This is explained either by the fact that the raw materials were of 2 different grades, or the machine setting was changed in the process of work, or products processed on 2 different machines were combined into 1 batch. In this case, the examination should be carried out in layers;

g) both the width and the center of distribution are normal, however, a small part of the products goes beyond the upper tolerance limit and, separating, forms a separate island. Perhaps these products are part of the defective ones, which, due to negligence, were mixed with good ones in the general flow of the technological process. It is necessary to find out the cause and eliminate it.

6. Scatter (scatter) diagram is used to identify the dependence (correlation) of some indicators on others or to determine the degree of correlation between n data pairs for variables x and y:

(x 1 ,y 1), (x 2 ,y 2), ..., (x n , y n).

These data are plotted on a graph (scatterplot), and the correlation coefficient is calculated for them using the formula

,

,

,

covariance;

Standard deviations of random variables x and y;

n– sample size (number of data pairs – Xi and ati);

and - arithmetic mean values Xi and ati respectively.

Consider various variants of scatter diagrams (or correlation fields) in fig. 4.18:

Rice. 4.18. Scatterplot options

When:

a) we can talk about a positive correlation (with increasing x increases y);

b) shows a negative correlation (with increasing x decreases y);

in) with growth x y can both increase and decrease, they speak of the absence of a correlation. But this does not mean that there is no relationship between them, there is no linear relationship between them. An obvious non-linear (exponential) dependence is also presented in the scatter diagram G).

The correlation coefficient always takes values ​​in the interval , i.e. at r>0 - positive correlation, at r=0 - no correlation, at r<0 – отрицательная корреляция.

For the same n data pairs ( x 1 , y 1 ), (x 2 , y 2 ), ..., (x n, y n) you can establish a relationship between x and y. The formula expressing this dependence is called the regression equation (or regression line), and it is represented in general form by the function

at= a +bX.

To determine the regression line (Figure 4.19), it is necessary to statistically evaluate the regression coefficient b and permanent a. For this, the following conditions must be met:

1) the regression line must pass through the points ( x,y) average values x and y.

2) the sum of squared deviations from the regression line of values y must be the smallest over all points.

3) to calculate coefficients a and b formulas are used

.

Those. the regression equation can approximate real data.

Rice. 4.19. Regression line example

7. Control card.

One way to achieve satisfactory quality and maintain it at this level is the use of control charts. To control the quality of the technological process, it is necessary to be able to control those moments when the manufactured products deviate from the tolerances specified by the technical conditions. Let's consider a simple example. We will follow the work of the lathe for a certain time and measure the diameter of the part made on it (per shift, hour). Based on the results obtained, we construct a graph and get the simplest control card(Fig. 4.20):

Rice. 4.20. Control Chart Example

At point 6 there was a disorder of the technological process, it is necessary to regulate it. The position of the VCG and NCG is determined analytically or according to special tables and depends on the sample size. With a sufficiently large sample size, the limits of the VKG and NKG are determined by the formulas

NKG \u003d -3,

.

VKG and NKG serve to prevent the disorder of the process, when the products still meet the technical requirements.

Control charts are used when it is required to establish the nature of faults and evaluate the stability of the process; when it is necessary to establish whether the process needs regulation or should be left as it is.

A control chart can also confirm process improvement.

The control chart is a means of recognizing deviations due to non-random or special causes from the likely changes inherent in the process. Probable changes rarely recur within predicted limits. Deviations due to non-random or special causes signal that some of the factors affecting the process need to be identified, investigated and controlled.

Control charts are based on mathematical statistics. They use operational data to establish limits within which future research will be expected if the process remains ineffective due to non-random or special reasons.

Information about control charts is also contained in the international standards ISO 7870, ISO 8258.

The most widely used control charts mean X and range control charts R, which are used together or separately. Natural fluctuations between control limits should be controlled. You need to make sure you select the correct control chart type for the specific data type. The data must be taken exactly in the order in which it was collected, otherwise it loses its meaning. No changes should be made to the process during the data collection period. The data should reflect how the process goes naturally.

A checklist can indicate potential problems before defective products are released.

It is customary to say that a process is out of control if one or more points are out of control.

There are two main types of control charts: for qualitative (pass - fail) and for quantitative signs. For qualitative features, four types of control charts are possible: the number of defects per unit of production; the number of defects in the sample; the proportion of defective products in the sample; the number of defective items in the sample. At the same time, in the first and third cases, the sample size will be variable, and in the second and fourth cases, it will be constant.

Thus, the purposes of using control charts can be:
identification of an unmanaged process;
control over the controlled process;
evaluation of process capabilities.

The following variable (process variable) or characteristic is usually to be studied:
known important or most important;
presumably unreliable;
on which you need to get information about the capabilities of the process;
operational, relevant in marketing.

In this case, it is not necessary to control all the quantities at the same time. Control cards cost money, so you need to use them wisely: choose stats carefully; Stop Mapping When Goal is Achieved: Continue to map only when processes and technical requirements are holding each other back.

It must be kept in mind that the process may be in a state of statistical regulation and give 100% rejects. Conversely, it can be unmanageable and produce products that meet 100% of the technical requirements.

Control charts allow you to analyze the possibilities of the process. Process capability is the ability to function properly. Typically, process capability refers to the ability to meet technical requirements.

There are the following types of control charts:

1. Control charts for quantitative control (measured values ​​are expressed as quantitative values):

a) the control chart consists of the control chart, which reflects the control over the change in the arithmetic mean, and the control chart R, which serves to control changes in the dispersion of the values ​​of the quality indicators. It is used when measuring such indicators as length, mass, diameter, time, tensile strength, roughness, profit, etc.;

b) The control chart consists of a control chart that controls the change in the value of the median, and a control chart R. It is used in the same cases as the previous card. However, it is simpler, and therefore more suitable for filling in the workplace.

2. Control charts for regulation on qualitative grounds:

a) control card p(for the proportion of defective products) or the percentage of rejects, is used to control and regulate the technological process after checking a small batch of products and dividing them into good and defective ones, i.e. identify them by quality. The proportion of defective items is obtained by dividing the number of defective items found by the number of items inspected. It can also be used to determine the intensity of output, the percentage of absenteeism, etc.;

b) control card pn(number of rejects), is used in cases where the controlled parameter is the number of defective products with a constant sample size n. Pretty much the same as the map. p;

c) control card c(number of defects per one product), is used when the number of defects found among constant volumes of products is controlled (cars - one or 5 transport units, sheet steel - one or 10 sheets);

d) control card n(the number of defects per unit area), is used when the area, length, mass, volume, grade are not constant and it is impossible to treat the sample as a constant volume.

When defective products are found, it is advisable to attach different labels to them: for defective products detected by the operator (type A), and for defective products detected by the inspector (type B). For example, in case A - red letters on a white field, in case B - black letters on a white field.

The label indicates the part number, product name, technological process, place of work, year, month and date, the nature of the defect, the number of failures, the cause of the defect, and the measures taken.

Depending on the goals and objectives product quality analysis, as well as the possibilities of obtaining the data necessary for its implementation, analytical methods for its implementation differ significantly. This is also affected by the stage of the product life cycle covered by the activities of the enterprise.

At the stages of design, technological planning, preparation and mastering of production, it is advisable to use functional cost analysis (FCA): this is a method of systematic study of the functions of an individual product or technological, production, economic process, structure, focused on improving the efficiency of resource use by optimizing the ratio between consumer properties object and the costs of its development, production and operation.

Basic Principles FSA applications are:
1. functional approach to the object of study;
2. a systematic approach to the analysis of the object and its functions;
3. study of the functions of the object and their material carriers at all stages of the life cycle of the product;
4. compliance of the quality and usefulness of product functions with their costs;
5. collective creativity.

The functions performed by the product and its components can be grouped according to a number of features. By area of ​​manifestation functions are divided into external andinternal. External - these are the functions performed by the object when it interacts with the external environment. Internal - functions that perform any elements of the object, and their connections within the boundaries of the object.

According to the role in meeting the needs among external functions, there are major and minor. The main function reflects the main goal of creating an object, and the secondary function reflects a secondary one.

By role in the workflow, internal functions can be divided into main and auxiliary. The main function is subordinate to the main one and determines the operability of the object. With the help of auxiliary, the main, secondary and main functions are implemented.

According to the nature of the manifestation, all of the listed functions are divided into nominal, potential and actual. Nominal values ​​are set during the formation, creation of an object and are mandatory. Potential reflect the ability of the object to perform any functions when the conditions of its operation change. Real are the functions actually performed by the object.

All functions of an object can be useful or useless, and the latter can be neutral and harmful.

The purpose of the functional cost analysis is to develop the useful functions of the object with the optimal ratio between their significance for the consumer and the costs of their implementation, i.e. in the choice of the most favorable for the consumer and the manufacturer, if we are talking about the production of products, a solution to the problem of product quality and its cost. Mathematically, the goal of the FSA can be written as follows:

where PS is the use value of the analyzed object, expressed as a set of its use properties (PS=∑nc i);

3 - the costs of achieving the necessary consumer properties.

Related questions

1. What do you understand by quality planning?
2. What are the objectives and subject of quality planning?
3. What are the specifics of quality planning?
4. What are the directions of planning to improve the quality of products at the enterprise?
5. What is the new strategy in quality management and how does it affect the planned activities of the enterprise?
6. What is the peculiarity of planned work in the divisions of the enterprise?
7. What international and national quality management bodies do you know?
8. What is the composition of the quality management services at the enterprise?
9. What do the terms "motive" and "staff motivation" mean?
10. What parameters that determine the actions of the performer can the manager control?
11. What methods of reward do you know?
12. What is the content of theories X, Y, Z?
13. What is the essence of A. Maslow's motivational model?
14. What types of rewards are used in management?
15. What are the features of the motivation of people in Russia?
16. What types of quality awards do you know?
17. What is the essence of quality control processes?
18. List the stages of the control process.
19. On what basis are the types of control distinguished?
20. What is a test? What types of tests do you know?
21. What are the criteria for the decision to control?
22. What is the product quality control system?
23. What is the structure of the QCD and what tasks are assigned to it?
24. Determine the main elements of the marriage prevention system in the enterprise.
25. What is technical control and what are its tasks?
26. What types of technical control do you know?
27. What is the purpose and what is the scope of statistical methods of quality control?
28. What statistical quality control methods do you know and what is their meaning?
29. What is the FSA and what is its content?

Previous

For the rational organization of technical control, it is necessary first of all to choose the right type of technical control (see Fig.).

When repairing electric rolling stock, almost all types of technical control are used.

Stationary control is carried out at a permanent specially equipped place. The objects of control must be delivered to the workplace of the controller. It is used when checking non-bulky and relatively light objects, as well as in those cases when special devices and instruments are needed for testing (magnetic and ultrasonic flaw detection of wheel sets, traction motor shafts, traction gear gears, test benches for various types of electric rolling stock protection devices). composition and power supply devices).

Mobile (volatile) control is carried out at the workplace where technological operations were performed. This type of control has become widespread when checking the quality of repair and maintenance of the contact network and equipment of traction substations, i.e. when checking bulky, non-transportable objects.

Acceptance parts, units of electric rolling stock after their repair at the workplace, in the workshop, at the factory, in the depot, as well as materials, semi-finished products and spare parts coming from outside are subject to control. Acceptance control can be continuous or selective.

Target precautionary control - analysis of the quality of the technological process of repair and prevention of defects. This type of control is widely used when checking the status of contact network devices.

Solid control is a 100% verification of objects or operations of the same name. It is used, as a rule, when the quality of the material or processing of controlled objects is not uniform, there is no interchangeability of parts or assembly units in the assembly, when performing the most critical and expensive operations (for example, when pressing the axles of wheel sets, impregnating anchors and pole coils of traction motors, etc.) .

Selective control is carried out when accepting a large number of parts, spare parts of the same name (for example, diodes, resistances, capacitors, etc.), when only a part of the objects is checked using statistical control methods.

preliminary control operations are performed during the repair or manufacture of parts or assemblies of electric rolling stock. They check the quality of materials and semi-finished products received from supplier enterprises before the start of processing parts at the first operation, regardless of whether they were checked upon receipt at the warehouse. In its essence, preliminary control is preventive.

Intermediate quality control of the repair or manufacture of an object is control either after each operation or after a group of operations. Intermediate step-by-step control is widely used in the repair of parts, assemblies of electric rolling stock.

Final control is carried out upon acceptance of units, assemblies and apparatus of electric locomotives, contact network and traction substations after repair. It is accompanied by special tests. For example, after the repair of TR-Z is completed, stationary tests and verification of the operation of the equipment of an electric locomotive under voltage are carried out.

Types of control are established depending on the nature of production (complexity, labor intensity, interconnection of related operations) and product quality requirements. There are the following types of control:

• a) group -- control of a group of related operations associated with the full or partial processing of a single part;
• b) postoperative -- monitoring compliance with the established process and dimensions for each operation, carried out in industries of great complexity and accuracy;
• in) selective-- control of individual objects of labor selected as representatives; selective control is established on processes (operations), where compliance with the established parameters (sizes, etc.) depends on the setting (adjustment) of the equipment used;
• G) solid-- control of each subject of labor; it is installed in processes (operations) where compliance with the accuracy of the set parameters depends on the qualifications and attention of workers, for example, in manual plumbing operations.

By appointment, control is divided into intermediate and final. intermediate control(which can be systematic and volatile) is an operational current monitoring of product quality, carried out by checking compliance with the technological process for processing parts or assembling components and mechanisms. Final control-- This is a systematic and complete control of each finished product in order to establish its compliance with established requirements, standards or specifications.

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2.3 Forms of quality control as a managerial action

When exercising control as a managerial action, the manager refers to one of the four possible forms of control, or to a combination of several of them. We list these four forms of control:

Ш postoperative;

Ш intermediate;

Ш final;

Ш selective.

The choice of a particular form of control or a combination of two or more forms depends on a number of factors. First of all, from the profile of the organization. So, in the publishing business, the form of operational control is decisive. In construction - the final control, as a rule. The choice also depends on the manager himself: if he has sufficient knowledge of all possible forms, then the choice is naturally made in favor of the most effective form. The choice also depends on the specific problems that the organization is facing and that the manager is currently trying to resolve. However, with all the variety of reasons, the main role is played primarily by the qualifications of the manager himself.

Operational control

For a number of industries and certain situations, step-by-step control is considered the most effective form. This form of control is considered indispensable for production, the content of which is reduced to the performance of a number or set of work operations that are performed by different performers, the cooperation of which in the production process makes it possible to obtain a product, product, or service that is ready from the point of view of the organization. This fully applies primarily to organizations using a form of conveyor production, or to assembly production, in which each employee performs one work operation or a block of such operations and transfers the semi-finished product to another performer for its subsequent complication, to perform the next work operation or block of such operations.

Operational control means such a form of cooperation between a number of performers, in which each subsequent operation is not performed until the verification of the previous work operation for the correctness (quality) of its actual execution is completed. With this system of control, the verification of the correctness of the execution of the previous work operation is carried out by the employee, who must carry out the next - in accordance with the chosen or applied technology - work operation (a work operation can also be understood as a block of work operations). This form of control proceeds from the fact that each worker in this scheme of cooperation owns the actual technology for carrying out not only his work operation (assigned to him by virtue of his workplace), but also the technology for carrying out the work operation performed by his colleague who acts as a predecessor in the general chain of cooperating (or cooperating) performers, each of which performs strictly designated functions in the process of cooperation.

The use of such a system of control over the quality of actually performed work (and, consequently, over the quality of products) is aimed at timely rejection of products: products are rejected immediately, i.e. immediately on the fact of improper performance by some employee of his functions. The manager in this situation has to develop a scheme for the withdrawal of the rejected product of labor from production. The next performer who rejects the work of his predecessor does not have time to figure out in detail whether this is really a marriage or not. He often culls according to outward signs, often on a whim. Consequently, after he has carried out the withdrawal of defective (in his opinion) products, someone - either a foreman, or an engineer, or a controller - must carefully, slowly understand the situation and make a final decision: whether to fix the marriage , either to let the product go further along the chain of cooperative performers, or to remove the defective product from the production line, recognizing the marriage as unrecoverable and enrolling such a defective product in the category of losses, unproductively used resources. The introduction of such a system is aimed at simultaneously obtaining 100% quality products at the output: only recognized quality products leave the production sphere.

At the same time, the controller has to pay attention mainly to the result of the last work operation, since the quality of all other previous operations has already been checked, controlled by the performers of the work operations themselves.

The above quality control system, for all its burdensomeness, has a positive impact on all aspects of the functioning of a functioning organization: financial results, reputation of the organization, reduction of losses and unproductive costs, etc.

This form of control has long been used in our country, but with a number of specific reservations. Firstly, operational control was peculiar only to those organizations that worked for the military-industrial complex (military-industrial complex), for the defense industry and space. Secondly, the quality control of work operations, or rather blocks of work operations, was carried out by specially authorized people - military representatives (military representatives), who did not even report to the first person of the organization and without whose approval the products of enterprises were not released “out of the gate”.

This system is fully used in most Japanese enterprises, even such large ones as Toyota.

Operational control covers all stages of a holistic production process up to quality control of raw materials, components, semi-finished products coming from outside (i.e. from other organizations), even through direct acquaintance with the production process of subcontractors. Such familiarization is carried out through regular visits to subcontractors by specialists of the organization using the operational control system.

The system of operational control is referred to in management practice as a system of general quality control of manufactured products and ongoing work operations.

intermediate control

This form of product quality control is similar to the step-by-step control system, but the similarity is very distant and does not give the same effect as the step-by-step control system.

Intermediate control, as a rule, involves checking the actual quality control of products in several stages - when transferring a semi-finished product from one manufacturer to another for its subsequent processing. This system, for example, is used in the workshop or brigade form of co-operation of producers (not in case of individual co-operation of producers, as in the system of step-by-step control). In this case, control is carried out not at the end of the next block of work, but when the product of labor is transferred from one performer to another. With all the obvious disadvantages of this form of control, it is still considered more effective than the system of final quality control, although it is also accompanied by such a form of control: the result of labor ready for release undergoes intermediate control and mandatory final testing.

"Labor productivity, for example, under such a system, may be slightly lower than the potential productivity in the conditions of ignoring such a control system - after all, an employee will spend some part of his working time not on creating, but on monitoring the results of his predecessor's work. However, this thesis concerns only individual labor productivity, while collective labor productivity may increase, since only the quantity of qualitatively produced products affects its value, and this system is precisely aimed at eliminating unproductive efforts as soon as possible.

Ultimate control

The form of final control or final testing of products manufactured by the organization means a conclusion about the compliance of the actual quality characteristics of the manufactured goods with the standards adopted by the organization, standard requirements, standard indicators of product quality. Even if the organization specializes in the production of single or custom products (work on individual orders), the organization still fixes certain standard requirements for the quality of future products before starting production.

The standard is also understood as a regulatory and technical document (and this is what is important in management), which establishes units of quantities, terms and their definitions, requirements for products and production processes, requirements that ensure the safety of workers and the safety of materials, valuables, etc.

A standard product in management is a product that corresponds to an existing standard, standard, sample, model (as opposed to the common understanding of the term, when a standard product means a template product, devoid of individuality).

The final control can be used both as an independent and the only form of quality control of manufactured products, and as an addition to other forms of control - operational and intermediate.

The main disadvantage of the final form of control is the often occurring impossibility of correcting the detected defects, when the finished product is written off as production waste or when it is forced to be sold at a reduced, bargain price that does not even reach the level of internal cost, which means the actual losses of the organization. The impossibility of eliminating the detected defect is related to the production technology of the goods or the result of labor, in respect of which the quality is checked and the cost of dismantling which exceeds the cost of manufacture.

For example, if a crack is found in the wall after completion of a 16-story residential building, say from the 3rd to the 6th floor, the problem becomes intractable.

It is advisable to use the form of final control when the manager is confident that nothing extraordinary can happen in the production process and the percentage of possible defects will not exceed the standards established for the organization.

However, if the manager knows that there may be cases of “hidden defects” in the production of products, it is better to refuse this form of control. Latent defects are understood to be those defects that are not detected during visual inspection and during the final testing of the product, but are detected only during the operation of the product.

For example, such a characteristic as the fragility of a product can only be revealed during operation, i.e. intended use of the product. This characteristic, say, for skiing is decisive. It affects both the reputation of the organization that produces such goods, and the level of sales. The same characteristic of crankshafts for automobiles means no less drama (if not tragedy) both for the manufacturer and especially for consumers and buyers.

Selective control

In mass production of technically or technologically simple products, selective control is used.

The form of selective control, also referred to as statistical control, means that, say, every 50th commodity unit of the produced mass of products is subjected to proper control of quality characteristics. This form of control is used, say, in the production of dairy or bakery products, when production is put on stream and when the quality of each commodity unit depends on the quality of the input raw materials or the mass of the semi-finished product produced (for example, on the quality of dough or kneading in the production of bread and bakery products). Quality control in this case is limited to fixing the external shape of the manufactured product, weight and other visual characteristics and the conclusion about the compliance or non-compliance of these products with the standards used.

The form of selective control is most widely used for organizations engaged in wholesale purchases of goods for their subsequent sale through a retail network. When buying in bulk, for example, shoes, usually every 20th or 50th pair of shoes is subject to quality control: if the number of identified defects reaches 20% or exceeds this indicator, then the entire batch of goods * is rejected. The same quality control procedure can be carried out when buying and selling other goods.

By the way, it is the form of control that sometimes acts as an effective means of so-called non-tariff restrictions in foreign trade, when, when allowing the import of a specific product into a certain country, this country establishes a procedure for checking the quality of imported goods that is so burdensome for the importer that the importer voluntarily refuses to import. This happened, for example, at one time, when the European Economic Community (now the European Union) established such a procedure for the Japanese. Japanese-made video equipment can be imported into the Community only through one sea port - the port of Marseille, which in itself was very inconvenient and quite expensive for the Japanese. At the same time, quality control was carried out not in Marseille, but in a small town 500 km from Marseille. But that's not all - every imported product was subjected to control, every commodity unit that had to be unpacked, demonstrated for a long period of time in operation, then repacked the goods approved by the commission ... Of course, the Japanese soon refused to import into " uniting Europe" of their video equipment and resumed only after the rules for such a procedure were changed (and the introduction of such a procedure was required to enable European companies to close the gap with the Japanese in the production of this equipment).

2.4 Response control and correction

Control and response

These two functions of a manager are considered as a whole in the activities of a manager: once you exercise control, you are forced to respond to the results of control, and you can effectively respond to an ongoing or ongoing production process only through control. The question immediately arises: what is control? What is the content of this management process?

Under control in management refers to comparative analysis specific and tangible results obtained in the practice of production activities with planned expected results - at the planning (forecasting) stage - and the adoption of additional measures to approximate (converge) the result obtained to the expected result (if the situation is really such) or to exceed - as as much as possible - the result obtained above the level of the planned result (if such a task is really facing the organization). This is the last action of the manager and is a response to the results of control.

Qualitative (effective) execution by the manager of his control functions implies the presence of certain conditions. First of all, this refers to the form of evaluating the results - in what, in what indicators, by what signs it is possible to determine the result (meaning the result, both expected and actually obtained). This problem is not as simple as it might seem at first glance: only a quantitative assessment suffers from a certain isolation from the qualitative side, and determining the quality of the result is difficult due to the presence of a plurality of evaluation forms, which conceals the danger of choosing from such a plurality not the most effective form. Moreover, the assessment of the result should contain a stimulating beginning: the assessment itself, in combination with other factors (for example, with wages), should encourage the employee to achieve better results, to exceed the result obtained over the expected result - as long as this problem is solved by everyone manager in his own way.

So, now we can try to graphically depict the control manager's actions (Fig. 2.5).

Fig 2.5. Scheme of the control manager

Control and correction

When exercising control as one of his main functional duties, a manager is often faced with the need for an unpleasant (undesirable) conclusion that the expected result programmed by him (or for his organization) during the implementation of a real production process has not been obtained and cannot be obtained, since the process programming was carried out without taking into account (or without due consideration) the realities. If only a manager really, on the basis of a sufficiently serious analysis, comes to such a conclusion, then this indicates his desire to correct plans.

In this case, the manager acts somewhat differently than described in the previous section: if a discrepancy between the expected result and the actual result in favor of the first one is identified, the manager analyzes this situation in relation to the overall activities of the organization, trying to identify what factors, circumstances or reasons affect this process and do not give the opportunity to achieve the desired (desired) result.

What was not taken into account, what was not taken into account when predicting the result, and what needs to be done to eliminate everything that does not allow one to get closer to obtaining in practice a result equal to the expected (or programmed) - these are the questions that the manager is trying to answer. find answers and reorganize the activities of the organization, if only he can find answers to these questions, and the content of the answers will correspond to his capabilities.

If the manager confidently comes to the conclusion that reorganization is impossible, that nothing can be done to improve the situation in the organization (and what could be is impossible due to the lack of the required conditions), he is forced to start adjusting the plan, the predicted result. .

Adjustment in this case means bringing the level (or volume) of the expected result into line with the realities that are inherent in the capabilities of the organization - primarily the production process.

Graphically, the manager's actions in this direction can be depicted as follows (Fig. 2.6).

Chapter 3Perfectioncontrol efficiency

3.1 Japanese quality control experience

At present, the corporate quality service in Japan consists of five main functional elements:

a) statistical quality analysis;

b) "total" quality control within the firm;

c) mass training of personnel in quality control;

d) close attention to quality groups (circles);

e) leadership of the movement for quality from the top management.

Quality control, according to the Japanese, based on their experience, requires a thorough statistical analysis of all labor processes. It was Professor Deming who inspired the Japanese with the idea that everyone involved in the control system should be armed with a knowledge of applied statistics. From Deming's point of view, only those methods of statistical analysis are useful that are well understood by all categories of workers and are best adapted to identify the causes of manufacturing defects. Both of these requirements, the Japanese believe, satisfy the Pareto chart, Ishikawa scheme, histograms, scatter maps, graphs, control charts, checklists. In this regard, in many Japanese firms, appeals are common: “Know the seven statistical methods!”, “When statistically analyzing the causes of marriage, use the seven methods of statistics!” etc.

Statistical methods of analysis, according to the Japanese, are necessary for them because only with their help it is possible to objectively determine the real relationship between numerous factors that affect the production of a product and its quality at the end. Statistics makes it possible to establish causal relationships that led to the emergence of marriage. It allows you to adjust the technological process in such a way that manufacturing defects are minimized. However, the experience of Japan eloquently testifies to this, statistics only becomes a truly effective means of quality management when its methods are applied consistently, comprehensively and practically in all areas of production. The episodic application of statistics in any particular area yields very little.

It must be said that the use of statistical methods of quality management in Japan, as a rule, covers all the "floors" of the production and sales pyramid, at the top of which is the parent company. Statistical quality analysis is required from suppliers, intermediaries, dealers, retailers. The range of application of statistical methods of analysis in Japan is very wide, and it is, of course, not limited to these seven main methods. Seven statistical methods, as it were, form a safety net for the movement for quality, a restrictive barrier that does not allow it to deviate from the channel indicated by objective numerical indicators.

The initial development of the concept of "total" control was carried out by the head of the coordinating committee for product quality management in the American company General Electric. V. Feigenbaum. Having developed this concept and adapted it to local conditions, the Japanese now cannot imagine the existence of a quality control system without it.

The main provisions of the concept are as follows:

1) quality control is carried out at all stages of production;

2) all employees of the company are included in the control system - from the secretary-typist to the president (the secretary can make mistakes when typing documents; the president can make mistakes when giving orders and orders);

3) responsibility for product quality extends to all employees (individual culprits are not searched for when defects are found);

4) the highest echelons of management support the measures of "total" control and in every possible way contribute to their implementation.

"Total" quality control in Japanese firms is carried out on the basis of a number of principles, designed in the form of slogans. Among them are the following:

Ш "The way to achieve high quality products should be clear as day!"

Ш "Be persistent in achieving high quality!"

Ш "Any worker has the right to stop the conveyor if he sees that a marriage has gone."

Ш “Perform 100% inspection of manufactured products! »

Sh “Constantly strive for quality improvement!”

Since "total" control involves the total involvement of all employees in the movement for quality, the specialists of regular control units turn into consultants. Directive powers cease to be their "monopoly" property. Manufacturers of products begin to have these powers directly. Such a significant shift, of course, means that the Japanese quality control system is unthinkable without mass, targeted training of personnel.

Quality control training in Japan is conducted in three areas: training in a group, training in the company's training centers, training and educational training in the framework of nationwide events.

At the very beginning of the quality movement, personnel training was in the hands of shop managers and production foremen. Training programs were initiated by managers at the level of directors of enterprises. But gradually the initiative on an ever-greater scale is in the hands of the workers. Producers of goods themselves begin to work on themselves. However, this work differs from self-training in our understanding, because it is carried out not individually, but within the framework of a working group. Members of the group, being involved in joint activities, expand the sphere of mutual influence, learn from each other the experience of detecting defects and finding specific ways to eliminate them. At the same time, meetings with working groups of subcontractors are practiced, visits to seminars and conferences held by quality headquarters are organized.

Training in the company's training centers aims to equip personnel with the theoretical foundations of quality control, as well as develop their practical skills in working with statistical methods to identify the causes of production defects. The training program includes a training cycle, usually designed for six to eight weeks. Classes are usually held outside business hours.

On a national scale, training is organized in the training centers of the Union of Japanese Scientists and Engineers, as well as the Japan Standards Association. Medium and small firms that do not have their own training courses use these centers regularly. National events include all-Japan quality conferences and “quality month” events (recall that November is declared such).

Mass training of ordinary workers in Japanese firms side by side with the training of craftsmen and managers. The curricula developed for them include the following sections: quality management, statistical analysis of the causes of manufacturing defects, working out the solution of practical problems using examples from a specific production.

As already mentioned, an essential element of the quality service in Japanese firms is the attention paid by the highest echelons of administration to quality groups (circles). Many researchers, especially the Japanese themselves, emphasize the spontaneous nature of the formation of these groups. In fact, quality groups are stimulated "from above". Indeed, they are given a wide field for showing initiative, but specific problems are often put before them by the leadership.

Taking on the role of leaders in the quality movement, Japanese managers consider it their duty to get acquainted in detail with the activities of quality groups. They attend the meetings of these groups and personally take part in the discussion of specific questions, say the question of improving the shape of a well-defined detail. By delving into the seemingly most mundane problems of the quality movement, managers are able to fill with real content the general course of corporate policy in this area, the development of which is their first responsibility.

3.2 Characteristicefficiencycontrol

Control is the process of ensuring effective work based on the possession of information about the level of achievement, planned results and timely correction of emerging deviations from the original plan. In the management process, control performs the most important social functions of increasing the stability and efficiency of management itself, and stabilizing the situation. Control is the central moment in the process of making and implementing decisions - it completes one of the cycles of implementation of managerial decisions and opens a new one, forming the basis of the "spiral" of social development. The effectiveness of control depends on:

Ш accepted theoretical approaches to control as a management function, that is, the purpose, role, goals of control functions in the management system;

Ø accepted methods of organization of the control function;

Ø systematic and comprehensive implementation of control functions;

Ø instrumental basis of the control function, the degree of its accuracy and permissible error;

Ø completeness of the analysis, causes of deviations.

All effective control systems have common characteristics. Their significance varies depending on the specific situation, but we can say with confidence that if the control meets certain requirements, then its effectiveness is greatly increased.

So the control should be:

b effective;

b flexible;

l systematic;

l complex;

b economical;

b vowel;

l timely;

l understandable.

Let's look at each characteristic of effective control.

Effectiveness. Violations, flaws, errors, omissions in the activities of the enterprise (organization) identified as a result of the control must be promptly eliminated.

Flexibility. Effective control mechanisms must prevent the consequences of adverse changes and take into account the benefits of new opportunities. Very few modern organizations operate in a stable environment and do not need a flexible control system. Today, even the most mechanistic structures require control mechanisms that can be adjusted in accordance with changing situations and conditions.

Systematic. Control should not be carried out occasionally, but constantly. In addition, all types and procedures of control carried out in the organization must be linked into a single interdependent integrity.

Complexity. Control should cover not one or more indicators of the plan, but all indicators, all areas of activity of the enterprise (organization). The implementation of the control function in the organization should always be a single complex, and not a set of randomly related or generally unrelated procedures.

Profitability. An effective control system must justify the costs associated with its creation and application. To minimize these costs, managers should use as few control mechanisms as possible, that is, implement only those methods and methods that are really necessary to achieve the intended results. The benefits of monitoring must be greater than the costs of doing so. Vowel. The results of the control must be known to the performers.

Timeliness. Control mechanisms should draw the attention of the manager to deviations in a timely manner so that he can prevent their serious impact on the work of the unit. Even the most valuable information is worthless if it arrives late. Therefore, an effective monitoring system must provide timely information.

Clarity. Control mechanisms that are incomprehensible to those who use them are meaningless. For this reason, it sometimes becomes necessary to simplify the control system. The use of a control system that is difficult to understand often leads to additional errors, employee dissatisfaction and people simply ignoring them.

The most important factor in increasing the effectiveness of control, and hence changing the nature of management, is the development of partnerships - management carried out on the basis of the participation of all members of the organization or group in management. Such joint management is characterized by the introduction and development of self-control.

Partnership and self-control contribute to the integration of interests, ideas, intentions, aspirations, characterize the understanding and support of the head by the staff. The effectiveness of self-control depends on the authority of the leader, management style, goals and socio-psychological atmosphere of the organization.

3.3 The direction of improvement of control

Fixing the difference between an action and a function

Any practicing manager, therefore, must distinguish between control as a managerial action and control as a managerial function, if he seeks to optimize his managerial activities, to increase the efficiency of his performance of his duties. The differences between these two concepts play an important role in the manager's activities: if the first refers to his daily activities, then the second (control as a function) refers more to the professional ideology of the practicing manager.

Usually there are three stages in the implementation of control as a management action (Fig. 3.7).

Rice. 3.7. Control process

At the first stage produced, as shown in Fig. 3.7, standards or criteria for evaluating the actual result and indicators through which performance will be determined.

Standard are predetermined characteristics (qualitative and quantitative parameters) of the result of labor, forming an idea of ​​the product of labor, which still has to be produced, at the level of consciousness. Most often, standards are linked to some kind of time frame.

It is very important to define performance indicator with established standards.

Second phase -- comparison of the actual result with the standards (criteria) and the establishment of deviations.

Third stage -- this is the choice of a specific line of behavior of the manager associated with the identified results of control.

A professionally acting manager actually adheres to control-oriented behavior, the content of which boils down to such actions as:

l setting meaningful and understandable standards;

l standards are fixed on an achievable, albeit very rigid, basis;

The manager seeks at the same time to avoid excessive control over the actions of subordinates, although he does not allow the weakening of control functions;

ь control functions are carried out by the manager on the basis of two-way communication with subordinates, whose actions are controlled by him.

Beginning of the implementation of control functions: the end of the formulation of goals in the presence of an established organization.

Preliminary control: some control functions are carried out in a disguised form, since they are implemented before the start of work. These include:

a) implementation of rules, procedures, codes of conduct;

b) level of qualification, knowledge, skills (preliminary control over personnel);

c) determination of standards or quality characteristics for raw materials, materials, etc. (preliminary control over material resources);

d) budget or estimate (prior control of financial resources).
current control -- implementation of control functions in the course of work.

Current control is possible only when the control apparatus has a well-functioning feedback system (feedback channels).

Feedback in this case is information (data) about the results obtained in the course of the work. At the same time, the control process is delayed in relation to the moment of the current work:

o the moment of control

o moments of current work

Organizational systems with feedback - these are systems that seek to provide output characteristics at a given level, but such a system will be effective when it adequately responds to changes (external, internal).

Final control: comparison of the obtained results with the expected.

Goals:

a) obtain data for planning;

b) adjust the motivational aspirations of employees;

c) relate results to external conditions (new requirements?);

d) Prevent the defect from reaching the consumer.

Thus, there are such types of control as:
preliminary control; current control and feedback systems; final control.

At the same time, there are also possible forms of control:

financial control (including operational as opposed to strategic): balance; statement of income, profits, losses; report on changes in the financial position of the organization; product quality control.

Control objectives:

l improving quality;

ь defect-free work;

l partnership with suppliers (hidden defects);

ь professional development of employees;

l intra-company accounting and reporting as a form of control over the state of affairs in the organization.

At the same time, control is considered by the manager as a process of ensuring the achievement of the organization's goals. As part of this approach, the manager seeks to create information management systems in the organization that allow automating (to some extent) the control process, as well as being able to collect and process information necessary for decision-making.

“On the market,” notes our well-known Russian researcher B.L. Solovyov, - there are more than 2 million items of goods in circulation, which complicates the task for the consumer to make the best choice. To satisfy his needs, domestic products must surpass foreign ones in terms of consumer effect, which is estimated by the price-quality ratio, or, more simply, the consumer must know how much quality he will receive per unit price. Appropriate actions are required to convince him of the validity of his choice in favor of domestic goods. Their basis should be objective and reliable information about the consumer properties of goods and services. According to international standards, information about a product is a key position of consumerism, designed to ensure the objectivity of the formation of consumer preferences. Success in this direction can only be achieved with the correct orientation of the current system of testing (testing) of goods and services, a reasonable combination of restrictive and constructive testing results.

The problem of quality has always been considered one of the main problems considered in management since the very beginning of this science. Already in the works of F.U. Taylor considers this problem as central. The founder of management as a system of scientific views paid attention to the concepts of upper and lower quality limits, tolerance fields, introducing such measuring tools as templates and gauges, as well as justifying the need for an independent position of a quality inspector, a diverse system of fines for "scumbags", etc. ., forms and methods of influencing product quality.

True, later the problem of quality management began to be considered in parallel as an engineering and technical problem and as an organizational and even socio-psychological problem.

By the beginning of the 90s of the XX century, quality management systems that were widely used throughout the industrialized world (a system of general quality control, various statistical theories of quality control, including the theory of E.W. Deming, an American scientist who had a strong influence on the formation of a control system quality in Japan, where E.W. Deming medals are still awarded annually to the best forms in terms of product quality), are transformed into the theory of quality engineering.

At the same time, a powerful set of theoretical and practical tools was formed, which was called quality-based management (MBQ). In the asset of quality management today:

v 24 international standards ISO 9000 family (including ISO 14000 on environmental management);

v an international quality system certification system, including hundreds of accredited certification bodies;

v the international register of certified quality system auditors (IRCA), which already employs 10,000 specialists from many countries of the world;

v practically established management audit system;

v the same at many regional and national levels;

v 70,000 firms in the world with certificates for internal quality systems.

At the same time, there is a splicing of such theories as Management by Objectives and Management based on quality.

Quality control theories were based on the development of such areas as: standardization; metrology (a branch of physics dealing with the establishment of units of measurement, the creation of unit standards and the development of methods for accurate measurements); qualimetry (a field of science that combines methods for quantifying product quality); certification (testing the quality of manufactured products and methods for carrying out such testing).

Among the many theories of management and quality control, such as Management by Quality (MBQ) stand out - Management based on quality; Management by Objectives (MBO) -- Management by objectives; Total Quality Management (TQM) -- Total quality management; Universal Quality Management (UQM) -- Universal quality management; Quality Management (QM) -- Quality management; Total Quality Control (TQC) -- Total quality control; Company Wide Quality Control (CWQC) -- Company-wide quality control; Quality Circlis (QC) -- Quality control circles; Zero Defect (ZD) -- System "Zero Defects"; Quality Function Deployment (QFD) -- Quality function deployment; Statistical Quality Control (SQC) -- Statistical quality control.

To this it should be added that an important role in the activities of many firms (especially Japanese ones) is played by quality circles, voluntary associations of workers who, in their free time from their main work, are looking for specific ways to improve the quality of their products.

According to the conclusion of the Japanese of that period of time, when E.U. Deming (and this was 1950) and held a series of seminars on statistical methods of quality control, quality control in itself does not make the product quality. Products become such only in the process of its production. Therefore, it is necessary to organize production (namely production) in such a way that all employees of the company are responsible for the quality of their work and the result of this work, and in order to achieve such a situation, it is necessary that all employees have the appropriate qualifications and skills. It was with this that the emergence of quality circles was connected.

Over time, as you know, these quality circles, which made a very significant contribution to the formation of Japan as an industrial giant, grew into so-called small self-governing groups, a kind of elementary, indivisible cells of a Japanese company, including both young and experienced workers. Such groups themselves set themselves tasks to achieve a common production goal, solve them and monitor their implementation. Of course, all these groups enjoy an effective system of support and incentives from the management of firms.

Conclusion

Based on the work carried out, the following conclusions can be drawn:

1. In its most general form, control is a part of the management process, which, in terms of content, provides for obtaining information about the results of management actions.

2. For the implementation of the control process, it is necessary: ​​the presence of a system of indicators (functioning standards); the ability of the system to cognize reality and compare it with a system of criteria; development of corrective measures.

3. In control as a management function, two main aspects can be distinguished:

Ш cognitive, associated with the perception and study of information

Ш influencing, which consists in the ability to provide the control system with data for the implementation of corrective measures.

4. When evaluating the role and place of the control function in management, it should be remembered that control occupies the last place in the management cycle only logically, but by no means in value.

5. Control is an integral function of the management of the organization.

6. Control is the process of detecting the discrepancy between the actually achieved results and the planned ones and correcting the discrepancy. The initial condition for the implementation of the control process is the definition of control objectives or the use of planned indicators. To determine how effectively the work is being done in reality, the manager must have complete information about the work process. Therefore, in the second stage of the control process, it is mandatory to conduct observations and measure actual indicators. At the next stage, the manager must determine how the results achieved meet his expectations. At the same time, he must understand how acceptable or relatively safe the detected deviations from the standards are. The fourth and final stage of the control process is to correct activities based on the results of control, i.e. in regulation.

7. For the optimal solution of the problems of the organization, control must meet certain requirements, namely, to be: effective, flexible, systematic, comprehensive, economical, public, timely and understandable. Compliance of control with these characteristics makes it efficient and effective.

8. No one is forcing companies to innovate in control. But if there is an internal need of management for reliable and objective information about the work of the company, if management wants to make informed management decisions, then there is only one way out - the introduction of new methods, technologies and forms of organizing control and regulation of activities: TQM, controlling and personnel self-control.

9. Control should be exercised at all levels of management: corporate, divisional, functional and individual. There are market and bureaucratic types of control. It is possible to control results, control the implementation of plans and control successful situational management.

10. So, control is a process based on observations and measurements, comparison with standard indicators and correction of inconsistencies in activities.

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Control as a function of management (the scope of the management process). Concept and essence, stages of control. The role and functions of control in economic management. Characteristics of effective control. Types of control: preliminary, current, final.

term paper, added 09/04/2014


The concept and objectives of the implementation of control. Justification of the need for control in management activities. Structural levels, elements and features of the implementation of the control function in the management of the organization. Preliminary, current and final control.

control work, added 01/29/2015


Basic concepts in the field of control. The value of quality control, its place in conformity assessment. Tests, their purpose and classification. Characteristics of state, departmental and internal quality control of products and services, their stages.

abstract, added 12/02/2013


control function. What caused the need for control. Crisis prevention. Maintaining success. Tasks, types, stages, characteristics of effective control. Recommendations for effective control. Typical mistakes and their consequences.

presentation, added 12/26/2008


Organization of control over the activities of subordinates. Features of personnel management. Control as a type of management activity, its types and methods. The system of internal control for the implementation of the general educational program of preschool education.

term paper, added 10/21/2014


Quality as an object of management. Product quality control. Statistical acceptance control by alternative feature. Standards for statistical acceptance control. Quality control charts. Selective control in the study of reliability.

term paper, added 07/16/2011


Study of the essence, behavioral aspects and place of control in management. Study of the main methods of organizing quality control, analysis of defects and their causes. Characterization of the features of linear, functional and operational types of control.