What is TQM (Total Quality Management)?

Story

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

This method is called total quality management.

Total Quality Management is a philosophy of total quality management that successfully started many years ago in Japan and the USA with the practice of awarding awards to companies that have achieved the highest quality of their products.

The main idea of ​​TQM is that a company should work not only on product quality, but also on quality of work organization in the company , including staff work.

And carry out constant parallel improvement of the 3 components of the business :

product quality

quality of process organization

personnel qualification level

This allows you to achieve faster and more efficient business development.

Quality is determined by the following categories :

degree of implementation of customer requirements

values ​​of the company's financial indicators

level of satisfaction of company employees with their work

TQM includes 2 mechanisms :

Quality Assurance (QA) - quality control - maintains the required level of quality and consists of the company providing certain guarantees that give the client confidence in the quality of a given product or service.

Quality Improvements (QI) - quality improvement - suggests that the level of quality must not only be maintained, but also increased, correspondingly raising the level of guarantees.

Two mechanisms: quality control and quality improvement - allow you to constantly improve, develop your business and remain a leader in the market .

Total quality management is a management system based on the production of quality products and services from the customer's point of view.

TQM is defined as a quality-focused, customer-focused, evidence-based, team-driven process.

TQM is aimed at systematically achieving the strategic goal of an organization through continuous improvement.

The principles of TQM are also known as "total quality improvement", "world-class quality", "continuous quality improvement", "total service quality" and "total quality management".

The word “total” in Total Quality Management means that everyone in the organization must be involved in the process, the word “quality” means concern for customer satisfaction, and the word “management” refers to the people and processes required to achieve a certain level quality.

Total Quality Management is not a program; it is a systematic, integrated and organized style of work aimed at continuous improvement.

This is not a managerial whim; it is a time-tested management style that has been successfully used by companies around the world for decades .

In our country the concept " Total Quality Management" is already known to many, at least to those who not only celebrated receiving the ISO 9000 certificate, but also continue to improve the quality system at their enterprise.

There is no consensus regarding the definition of TQM. However, the most common definition, given in the international standard ISO 8402, is as follows:

"TQM - approach to managing an organization , quality-oriented , based on the participation of all its members and aimed at achieving long-term success through customer satisfaction and benefits for all members of the organization and society » .

In addition, TQM is interpreted as criteria for various quality awards: the Japanese Prize. Deming, established in 1951, the American National Award. Baldrige (MBNQA), founded in 1987, European Quality Award, founded in 1992. In Russia, the Government of the Russian Federation Quality Award was approved in 1996.

TQM is based on the following principles :

customer orientation

involvement of employees, which allows the organization to profitably use their abilities

approach to the quality system as a process

systematic approach to management

continuous improvement

Also TQMis based on the following requirements:

agreement with customer requirements;

optimization of customer-supplier chains;

manufacturing the required products;

do everything right the first time;

taking measurements to evaluate success;

continuous improvement;

leadership leading the effort leads by example;

personnel training;

multi-level communications;

recognition of achievements.

Total Quality Management is a concept that provides for the comprehensive, targeted and well-coordinated application of quality management systems and methods in all areas of activity: from research, production development and operation to after-sales service and disposal, with the participation of management and employees at all levels and with the rational use of technical capabilities.

Elements of TQM strategy

Basic elements on which TQM strategies are based following:

1) Active participation of senior management. One of the main and mandatory requirements for the successful functioning of TQM is the constant personal participation of the company's top management in processes related to quality.

If the first head of the company did not become aware of the need to develop and implement modern quality systems in the competition for consumers, then the world experience in the fight for quality will remain an empty slogan.

2) Focus on consumer and social requirements.

The activities of the enterprise must be organized based on the requirements of consumers and the reaction of society.

Currently, the final assessment of product quality is carried out by the consumer, so it must meet his needs and desires.

A new point of view on the consumer has been established, which is as follows :

processes are carried out to meet the needs of man and society;

processes are useful if they add value to individuals and society;

The needs and desires of people and society vary across time and space;

processes may differ in different cultures and nations;

needs and processes can be modeled and monitored using statistical methods;

3) Involvement of all personnel in continuous quality improvement efforts.

The success of a quality management strategy depends not only on the personal commitment and participation of senior management, but also on the entire company's personnel.

One of the key features of the TQM system was the use of collective forms and methods of searching and resolving issues raised, constant participation in improving the quality of all company personnel, including in such an organizational form as quality circles.

For the most effective participation of each employee of the company, the following TQM conditions must be met: :

training of all personnel in the TQM system;

training employees in the principles of continuous quality improvement;

assigning each of those working in a specific operation or area of ​​work the responsibilities and rights corresponding to this work;

determining the degree of real interest of staff in the result of their work;

obligatory encouragement of everyone for improving work results.

4) Development and certification of quality systems, meeting the requirements of the ISO series of international standards9000.

Many of the principles enshrined in the TQM system have already been set out in ISO 9000.

Therefore, their integral use and strict adherence to the requirements established in them have become the key to the successful functioning of TQM.

The main objective of establishing the ISO 9000 quality system was to ensure product quality in accordance with customer requirements and to provide evidence of the ability to meet these requirements.

Confirmation of compliance of quality systems with ISO 9000 standards is achieved through certification of quality systems.

5) Continuous quality improvement.

Constant continuous improvement of the quality of all processes is one of the main elements of TQM systems.

Until now, the cost of defects in the total production volume ranges from 5% to 100%. The need for continuous quality improvement in the early 50s of the twentieth century was pointed out by J. Juran.

The quality management concept he developed includes three phases :

quality planning, which is carried out at the process planning stage in accordance with established requirements;

quality control, which is used to ensure timely implementation of corrective actions;

quality improvement, helping to determine optimal ways to improve processes.

6) Continuous process improvement, as an optimal system for achieving the main goal -product creation, most fully satisfying consumer requirements with minimal cost, as for the consumer, and for the manufacturer.

Edward Deming's 14 Universal Principles

1. Align goals with quality improvement plan . Top management should create and publish to all company employees a letter of intent with a plan and a clear definition of goals.

Goals must be achieved.

2. Adopt a new quality philosophy. Everyone, from senior management to the lowest level employee, must accept the challenge of quality improvement, understand their responsibilities and adhere to the requirements of the new philosophy.

Poor quality products should never reach the customer. The organization should accept as a rule that product quality defects may occur, but defective products should never be supplied to the customer.

3. End the negative reliance on too-frequent inspections and quality audits. The purpose of inspections is to improve processes and reduce costs, not just to find defects.

The need for frequent inspections may be eliminated by ensuring the original quality of work.

4. Stop selecting suppliers based solely on the cost of their goods and services.. Contracts that promise the lowest costs (and imply the worst results) should be eliminated; instead, care should be taken to minimize the overall cost of projects.

Instead of constantly looking for the cheapest seller and then having problems with low quality products, you should strive to work with a regular supplier. Then you can build long-term relationships based on loyalty and trust.

5. Identify problems and work continuously to improve the quality control system. Organizations must continually improve their quality management and control systems.

Many managers tend to think that the structure of such programs has a beginning, middle and end.

Total quality management has no end, it is a continuous process. The phrase “continuous improvement” should become a common concern within the organization.

6. Establish training. Modern formal training methods should be introduced, especially for new employees. On-the-job training is not acceptable because the new employee is likely to “learn” the old way, working alongside old “veterans” who may be resistant to TQM innovations.

Training is also possible for external customers if it focuses them on the goals that the company strives for.

Later, when the company expects a certain level of quality requests from these external customers, their previous training will be useful.

7. Train and establish leadership.. The purpose of management should not only be to tell people what work to do, but to help them do that work better.

Management must be trained in mastery and organizations must train their managers to be good leaders.

8. Eliminate fear at work. The company must create an atmosphere of trust and innovation so that each employee can work effectively to improve the organization as a whole.

Many fears at work are caused by quantitative assessments of the quality of work. Workers strive to do what is required to get these good grades, which have nothing to do with quality.

Employees should not be afraid to bring new ideas, and the organization should tolerate failure when employees experiment with new ideas.

9. Remove barriers between departments. Top management must establish collaboration rather than competition between departments.

This should optimize the teams' efforts towards the organization's intentions and goals rather than fueling competition between departments.

10. Avoid empty slogans in the workplace. Management should exclude slogans and calls for the complete eradication of defects and errors, increasing productivity without providing employees with the means and describing methods to achieve such heights.

Such admonitions only create conflictual relationships. Most of the reasons for poor quality and unproductive work in organizations relate to the management system and therefore exceed the ability of employees to change anything about it.

11. Minimize (or optimize) work standards and quantities in production. Top management must prioritize improving service quality over quantitative measures.

Eliminate individual punishment/reward control systems such as bonuses and fines. Eliminate aspiration-based management.

To ensure that achievement of goals is not dependent solely on aspirations, managers must develop methods for improving quality and also involve management in helping employees achieve their personal goals.

12. Give employees a chance to be proud of their craftsmanship. . Organizations should abolish the merit rating system and not blame employees for failures of systems that are beyond their control.

13. Encourage and stimulate extensive educational programs, retraining and advanced training programs . Involve leading specialist instructors to train and educate employees.

Introduce training related to the statistical view of the organization and then expand it to the overall process view. This will give an idea of ​​the organization as a whole as a single organism.

14. Transform . Focus each employee on making small changes to improve the entire company. Transformation is the job of every employee, not just management.

Create some sort of clearinghouse to keep all employees informed of this progress.

These 14 principles form the basis of Total Quality Management. They are the cure for 5 deadly diseases that can destroy a company.

The words of this abbreviation mean the following:

• General- means involving all employees of the enterprise in the process, including the support network and the product life cycle.
• Control is a step-by-step organization of the process, including such stages as planning, control, management, recruitment, supply, etc.
• Quality- care about providing the client with the best products that best suit his needs.

The International Organization for Standardization (ISO) defines TQM as an organizational approach focused on quality, based on the participation of all employees and aimed at long-term success, a process that is achieved through improved working conditions, the complete satisfaction of consumers and all members of society.

Concepts

The concept of total quality management was developed by American scientists Walter Shewhart and William Edward Deming.

Shewhart's concept

The main idea of ​​Shewhart's concept is “improving quality by reducing variability in the production process.” Shewhart revealed the importance of constantly and consciously eliminating variation from all product manufacturing processes and from the provision of services. The scientist developed the concept of production control. To do this, he invented and successfully applied statistical control charts - the so-called “Shewhart Control Charts”. Statistical control methods have made it possible to focus efforts on increasing the number of suitable products by minimizing variations as much as possible. Shewhart also proposed a cyclic model that divides quality management into 4 stages:

• Planning(Plan);
• Implementation(Do);
• Examination(Check);
• Corrective actions(Action).

Demming concept

Deming developed and proposed a program to improve the quality of labor, which is based on 3 pragmatic axioms:

• Any activity can be considered as a technological process, which means it can be improved.
• Effective operation requires fundamental changes in the product life cycle process.
• The top management of the enterprise must take responsibility for its activities.

E. Deming also defined 14 quality postulates that allow you to properly organize production work. The main meaning of these postulates is that with a high degree of management responsibility, constant improvement of the quality of goods and each production process separately, with the inadmissibility of inconsistencies and continuous training of all employees, it is possible to significantly reduce production costs and improve product quality.

Juran concept

Another concept was proposed by Joseph Juran. This scientist developed a spatial model that defines the stages of continuous development of quality management activities, called the “Juran spiral”. This spiral includes the following turns:

1. Market research.
2. Development of design specifications.
3. Design and engineering work.
4. Drawing up technical specifications.
5. Technology development and production preparation.
6. Logistics.
7. Manufacturing of tools and instrumentation.
8. Production.
9. Control of the production process.
10. Control of finished products.
11. Product performance testing.
12. Sales
13. Maintenance.
14. Disposal.
15. New market research.

To effectively move along this spiral, you must adhere to the following work scheme:

• planning quality improvement at all levels and in all areas of the enterprise;
• development of measures aimed at eliminating and preventing errors;
• transition from administrative to systematic management of all activities in the field of quality.

Crosby concept

F. Crosby developed the theory of defect-free manufacturing. Its concept includes the following provisions:

• Preventing defects from occurring rather than correcting them.
• Directing efforts to reduce the level of defects in production.
• Meeting consumer needs for defect-free products.
• Formation of clear goals in the field of quality improvement for a long period.
• Understanding that the quality of a campaign’s work is determined not only by the quality of production processes, but also by the quality of the activities of non-production departments.
• Recognize the need for funding to review quality activities.

A key principle of a zero-defect manufacturing program is the complete elimination of defects from the manufacturing environment.

Feigenbaum's quality theory

Armand Feigenbaum developed the theory of integrated quality management. The main idea of ​​which is total quality management, which affects all stages of product creation and all levels of enterprise management in the implementation of technical, economic, organizational and socio-psychological measures.

In the Japanese version of integrated quality management, authored by Kaoru Ishikawa, the following conceptual provisions can be distinguished:

1. The main feature is the participation of workers in quality management;
2. It is necessary to introduce regular internal audits of the functioning of the quality system;
3. Continuous training of personnel;
4. Widespread implementation of statistical control methods.

In general, regardless of the concept, TQM is based on two main mechanisms: quality assurance (QA) and quality improvement (QI). Quality control - maintains the required level of quality, that is, the company provides clear guarantees of the quality of a given product or service. Quality improvement aims to continuously improve quality and, as a result, increase the level of guarantees. These two mechanisms allow us to constantly improve and develop our business.

TQM principles

• Customer orientation of the organization

The organization is entirely dependent on its customers and therefore understands the needs of customers, fulfills their requirements and strives to exceed their expectations. Even a quality system that meets the minimum requirements must be focused primarily on consumer requirements. A systematic approach to focusing on customer needs begins with the collection and analysis of consumer complaints and claims. This is necessary to prevent such problems in the future.

The practice of analyzing complaints and complaints is carried out by many organizations that do not have a quality system. But in the context of TQM application, information must come systematically from many sources and be integrated into a process that allows one to obtain accurate and well-founded conclusions regarding the needs and desires of both a specific consumer and the market as a whole.

In organizations implementing TQM, all information and data must be distributed throughout the organization. In this case, processes are being implemented aimed at determining consumer assessment of the organization's activities and changing consumers' perceptions of how the organization can satisfy their needs.

• Leadership role

The leaders of the organization establish common goals and main directions of activity, as well as ways to achieve the goals. They must create a microclimate in the organization in which employees will be maximally involved in the process of achieving their goals.

For any area of ​​activity, management is provided that ensures that all processes are structured in such a way as to obtain maximum productivity and best meet customer needs.

Setting goals and analyzing their implementation by management should be a constant part of the activities of managers, just as quality plans should be included in the strategic development plans of the organization.

• Employee Engagement

All personnel - from top management to workers - must be involved in quality management activities. Personnel are considered as the greatest asset of the organization, and all necessary conditions are created in order to maximize and use their creative potential.

Employees involved in the process of realizing the goals of the organization must have the appropriate qualifications to perform the responsibilities assigned to them. Also, the organization's management should strive to ensure that the goals of individual employees are as close as possible to the goals of the organization itself. Material and moral encouragement of employees plays a huge role here.

The organization's personnel must be proficient in teamwork techniques. Continuous improvement activities are predominantly organized and carried out in teams. In this case, a synergistic effect is achieved, in which the total result of the team’s work significantly exceeds the sum of the results of individual performers.

• Process approach

To achieve the best results, the relevant resources and the activities in which they are involved must be viewed as a process.

• Systematic approach to management

The effectiveness and efficiency of an organization, in accordance with the principles of TQM, can be increased through the creation, provision and management of a system of interrelated processes. This means that the organization must strive to integrate the processes for creating products or services with processes for monitoring the compliance of the product or service with customer needs.

Only with a systematic approach to management will it be possible to fully use feedback from the customer to develop strategic plans and quality plans integrated into them.

• Continuous improvement

In this area, the organization must not only monitor emerging problems, but also, after careful review by management, take the necessary corrective and preventive actions to prevent such problems from occurring in the future.

Goals and objectives are based on the results of assessing the degree of customer satisfaction (obtained through feedback) and on the performance of the organization itself. Improvement must be accompanied by the participation of management in this process, as well as the provision of all the resources necessary to achieve the set goals.

• Evidence-based approach to decision making

Effective decisions are based only on reliable data. The sources of such data can be the results of internal audits of the quality system, corrective and preventive actions, complaints and wishes of customers, etc. Information can also be based on the analysis of ideas and proposals coming from employees of the organization and aimed at increasing productivity, reducing costs, etc. d.

• Relations with suppliers

Since the organization is closely connected with its suppliers, it is advisable to establish mutually beneficial relationships with them in order to further expand its business capabilities. At this stage, documented procedures are established that must be followed by the supplier at all stages of cooperation.

• Minimizing losses associated with poor quality work

Minimizing losses associated with poor quality work makes it possible to offer products at a lower price, all other things being equal. The standard of work is zero defects, or “do it right the first time.”

Problems in implementing TQM

There are several issues that must be addressed in an organization to successfully implement TQM. Negligence in eliminating these problems can not only hinder the application of TQM, but also gradually destroy the organization itself.

• Main line control only. An organization that cares only about the main line of development and manages exclusively numbers is doomed to failure. Managing is hard work; a manager who relies only on numbers simplifies his task. Managers must know the process, be involved in it, understand the sources of problems and provide examples of their solutions to their subordinates.
• Performance assessment based on a system of quantitative indicators. Appraisal that uses metrics, reports, rankings, or annual performance reviews sometimes results in classifications, forced quotas, and other rankings that create unhealthy competition and disrupt teamwork within the organization. Instead of using such systems, managers should provide personal feedback to employees' individual performance to help them improve.
• Emphasis on short-term benefits. If an employee has had the experience of making quick profits in the past, he will try to continue to work in the same way. Management must convince employees that the organization should prioritize long-term, sustainable growth and improvement over short-term gains.
• Lack of strategy. If the organization does not have any consistency in the goals being realized, the organization's employees will feel insecure about the possibility of their continuous professional and career growth. The organization must have a continuously implemented strategic plan, which should also include quality improvement issues.
• Personnel turnover. If an organization experiences high employee turnover, this indicates serious problems. Eliminating the first four problems can help overcome this one. Management must take steps to make employees feel like they are an important part of a unified team rather than an isolated organization.

Benefits of TQM

• Increased customer satisfaction with products and services. In the context of the TQM system, the company is simply obliged to satisfy all customers, as well as make an additional effort to anticipate their expectations.
• Strengthening the company's image and reputation. There is a significant difference between these terms. Image is the client's view of the company. Reputation is what customers tell others about a company.
• Increased customer loyalty. If the products and services are of sufficient quality, the customer will return, bringing repeat business and even forgiving the "human defects" that can sometimes occur.
• Increased labor productivity. It comes automatically as soon as employees become partners in the implementation of TQM.
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THEORETICAL BASIS OF TOTAL QUALITY MANAGEMENT (TQM)

As a result of studying Chapter 6, the student should:

know

• principles and concepts TQM; basic goals TQM; tqm elements;
• international features TQM and features of QMS implementation in Russia;
• what should the organization's customer orientation be? what channels of “feedback” the organization has with the consumer are used in quality management practice;
• existing national and international quality awards;

be able to

• justify the feasibility of the transition from total quality control to total quality management;
• provide opportunities for everyone to truly participate in the process of achieving the main goal - satisfying consumer needs;
• build and manage the process in accordance with the principles and requirements TQM;
• put into practice the principles TQM;
• anticipate what problems may arise during implementation TQM;

own

• the ability to focus all company activities on the needs and wishes of external and internal consumers;
• skills in building a system to achieve the main goal - maximizing the value of the product for the consumer and minimizing its cost, both for the consumer and the manufacturer.

TQM principles

In recent years there have been many new theoretical and practical developments in the field of quality, from which two main provisions can be distinguished: everything should be done in the interests of customers whose needs you know; It's cheaper to do it right the first time. Based on these provisions, currently the most effective quality model is the total quality management model ( Total Quality Management – ​​TQM).

TQM is a comprehensive system aimed at continuously improving the quality of the entire organization, minimizing production costs and delivering products on time. The main ideology of this system is based on the principle “there is no limit to improvement.” This ideology has its own term - “continuous quality improvement”.

TQM as technology is a fundamentally new approach to managing any organization.

Possibilities TQM much broader than simply ensuring the quality of a product or service. This management technology, based on the participation of everyone working in the organization at all levels of the organizational structure, is aimed at achieving long-term success of the enterprise through meeting consumer requirements and benefits, both for members of the organization and for the whole society.

There is often confusion in understanding the terms “quality management” and “quality assurance”.

If quality assurance is a management process with the aim of fulfilling established requirements, then quality management is also management of goals and the requirements themselves.

Total Quality Management (Total Quality Management) is an organization's philosophy that is based on the pursuit of quality and management practices leading to total quality. Hence, quality is not something you have to track or add at some stage of the production process, it is the very essence of the organization.

Total quality management assumes that all employees of the company are involved in creating a quality product, and not just quality managers or reliability managers.

Total Quality Management is a people-focused management system whose goal is to continually improve customer satisfaction while continually reducing actual costs.

TQM it is a system-wide (rather than site- or program-specific) approach and an integral part of the top-level strategy. This strategy is carried out at a horizontal level, covering all functions and divisions of the organization, involving all employees from top to bottom. At the same time, supply processes, as well as consumers, are included in the overall network of processes.

IN TQM Much attention is paid to mastering the policy of constant change and its adaptation, since these components are considered powerful levers that significantly influence the success of the organization. Adaptation of philosophy TQM requires significant changes in the organization's structure, its work processes, and its culture. To achieve this, organizations use a variety of approaches.

Some rely on quality tools such as Six Sigma without making the necessary fundamental changes to their processes and culture. While it is relatively easy to focus on tools and techniques, it is much more difficult to understand the essence of the changes needed in human attitudes and behavior and to achieve them in practice.

Others focus on a behavioral focus and try to get people in the organization to understand the importance of a culture that puts the customer and their needs first. However, they cannot prevent errors, achieve the required design quality, or make the necessary efforts to continuously improve.

There are also companies that focus on improving operations, but fail to pay enough attention to what really matters to the customer.

Experience shows that single-axis and non-systemic approaches can lead to improved individual results over a short period of time, but, as a rule, this does not bring significant improvements in the long term. Thus, total quality management requires comprehensive coverage, a complete change of thinking, and not just the application of some set of tools.

Total quality management is a fundamentally new approach to managing any organization, aimed at quality, based on the participation of all its members (staff in all departments and at all levels of the organizational structure) and aimed at achieving long-term success through customer satisfaction and benefits, both for employees of the organization and for society as a whole.

Nowadays, total quality management is increasingly becoming an ideology covering various sectors of society. TQM It is also necessary for us if we want not only to get out of the crisis, but also to begin to compete with economically developed countries. That's why knowledge TQM and its application in practice in the near future will become necessary for managers of not only large but also small enterprises.

Main goals TQM are:

• the entrepreneur’s orientation towards meeting current and potential consumer demands;
• raising quality to the rank of a business goal;
• optimal use of all organizational resources.

Basic elements of the model TQM are presented in Fig. 6.1.

Rice. 6.1. The main elements of the total quality management model (TQM)

As can be seen from the figure, the most important elements TQM are.

Top management involvement: The quality strategy in the company (organization) must provide for constant, continuous and personal participation of the top management (manager) of the company in issues related to quality. This is one of the main and mandatory conditions for successful implementation TQM which is the key to the company’s successful work in matters of quality assurance.

Focus on the consumer : focus all company activities on the needs and wishes of both external and internal consumers.

General participation in work: provide opportunities for everyone to truly participate in the process of achieving the main goal - satisfying consumer needs.

Focus on processes : focus on processes, considering them as an optimal system for achieving the main goal - maximizing the value of the product for the consumer and minimizing its cost for both the consumer and the manufacturer.

Continuous improvement : Constantly and continuously improve the quality of the product.

Basing decisions on facts: base all company decisions only on facts, and not on the intuition or experience of its employees.

Quality management is a dynamically evolving concept. Today there are several main "schools" TQM(Japanese, American, European). Perhaps this is why there is no consensus among specialists about the number of principles on which TQM. The following eight principles are recognized as fundamental: TQM .

• 1. The organization's focus on the consumer.
• 2. The role of management.
• 3. Employee involvement.
• 4. Process approach.
• 5. Systematic approach to management.
• 6. Continuous improvement.
• 7. Fact-based decision making.
• 8. Mutually beneficial relationships with suppliers.

Organization applying the concept TQM must systematically collect and analyze information coming from a variety of sources and allowing one to draw informed conclusions regarding the current and potential needs of both individual consumers and market segments and the market as a whole.

In order to implement the principle of customer orientation, the following actions must be taken:

• studying demand in order to fully understand the needs and expectations of the consumer in relation to goods, prices, delivery, etc.;
• ensuring balance in the demands of consumers and other participants in the transaction with goods (business owners, organization personnel, organization suppliers, society);
• measuring consumer satisfaction in order to correct one’s own activities;
• customer relationship management.

The company should try to find out the opinion of its consumer and then, using feedback, adjust the quality parameters of the product in order to improve it for the user.

If the head of the company is not imbued with the need TQM For success in the competitive struggle for the consumer, then, as world practice shows, the “struggle for quality” will remain only a slogan. The leader must include quality aspects in the company's goals and support its activities with quality funding, moral incentives and management resource capabilities. The manager must also take an active part in improving the process.

If management does not demonstrate through its actions that quality is as important as, say, the cost or delivery time of a product, the rest of the team in the company will not consider the issue of quality as one of the main criteria in management's evaluation of their work and their attention to it will be reduced. weakened. Thus, the quality strategy must be based on the direct participation of top management in quality assurance, then it will be successful. That is why management involvement in the quality assurance process is placed at the forefront of the most important elements that form the basis of the strategy TQM.

Under process in TQM not only the process of producing a product is understood. There are two points of view on what a process is: a process is an organization of resources; a process is an organized activity.

Concept TQM starts from the second definition, considering a process as any organized activity planned to generate a predetermined output for a specific user, while providing the necessary input of the process.

Any process has boundaries determined by the initial stage (input) and the final stage (output). Inputs are often viewed as process resources. The output of a process is the result of a transformation or set of transformations. A process carries out its activities using resources. From this point of view, we can define process, it is a collection of interrelated resources and activities that transforms inputs into outputs.

Practice shows that qualified use TQM methodology provides the organization with the following benefits:

• – increase in profit;
• – ensuring the economic sustainability of the company and rational use of all types of resources;
• – improving the image and reputation of the company; 1
• – improving the quality of management decisions;
• – introduction of the latest achievements;
• – increase in labor productivity;
• – improving the quality and competitiveness of products;
• – increase in customer satisfaction.

It must be borne in mind that the modern concept of quality management is the concept of managing any purposeful type of activity, which allows you to achieve success not only in the production sector, but also in state and municipal administration, the service sector and other areas.

The components of an integrated quality assurance system based on the concept of comprehensive quality management are graphically presented in Fig. 6.2.

Rice. 6.2. Components of an integrated quality assurance system based on the concept of comprehensive quality management ( TQM)

The basic principle on which the concept is based TQM– “there is no limit to improvement.” In systems built on the basis of this concept, the following target settings apply:

• – striving for zero defects;
• – striving for zero non-production costs;
• – commitment to “just in time” deliveries.

With all this, there is an awareness that achieving these goals is impossible, but it is necessary to constantly strive for this. This ideological attitude in foreign practice has received a special term Quality Improvement (continuous quality improvement) .

In a quality assurance system based on the concept TQM Collegial management methods are used.

A characteristic feature of the system is the use of collective forms and methods of searching, analyzing and solving problems, the participation of the entire team in improving quality. In this regard, the role of the person and the personnel training system increases significantly. The level of motivation becomes so powerful that people, carried away by work, stay late at work, continue to do work at home, and give up part of their vacation. This level of motivation often leads to the formation of a new type of workers, who are called by the medical term “workaholics.”

In such a quality assurance system education becomes part of the motivation of activity and is carried out continuously throughout the entire working life. Transforming training in the personnel training system into an element motivation of activity This is due to the fact that a well-trained person feels more confident in a team, is able to take on the role of a leader, and has clear advantages in his career. The personnel training system uses active forms and modern training technologies: business games, training seminars, round tables, testing.

The peculiarities of relationships with consumers and suppliers were strongly influenced by the emergence of a certification system for quality systems for compliance with ISO 9000 standards.

The main goal of quality systems built on the concept of comprehensive quality management is to ensure the quality of products required by the consumer and provide him with evidence that the enterprise is able to provide this level of quality. In accordance with this goal, the mechanisms of the system, the methods and means used are oriented towards achieving this goal. At the same time, the goal of economic efficiency in such systems is rather weakly expressed, and the goal of timely delivery is completely absent.

But despite this, the popularity of quality assurance systems based on the concept TQM and the ISO 9000 series standard has grown and is growing like an avalanche. And today it occupies a strong place in the modern market mechanism. The presence of such a system at a particular enterprise is confirmed by a certificate for a quality assurance system issued by an independent third party.

In modern conditions, the presence of a certificate for a quality assurance system at an enterprise is one of the main conditions for admitting this enterprise to tenders; is quite widely taken into account in the insurance business when using the practice of providing preferential insurance conditions for enterprises. The presence of a certificate indicates the reliability of the enterprise.

About the popularity in the world of quality assurance systems based on the concept TQM(comprehensive quality management) and ISO 9000 series standards indicate data on the dynamics of growth in the number of certified systems (according to the Mobil system):

• – in 1993 – about 50 thousand systems;
• – in 1995 – about 100 thousand systems;
• – in 2000 – over 150 thousand systems;
• – in 2012 – over 300 thousand systems.

In the modern conditions of the emergence of a market economy in Russia, the presence of quality assurance systems at enterprises, confirmed by certificates of conformity, for their successful operation is a condition not entirely sufficient, but absolutely necessary. Today, dozens of domestic enterprises have implemented ISO 9000 series standards and created and certified their own quality assurance systems.

Where should a Russian organization today begin to introduce the methodology into its activities? TQM? Firstly, it is necessary to take the ISO 9000 series standards as a basis. Secondly, to create and then improve a quality management system using methods TQM. Thirdly, systematically conduct self-assessment in order to reduce the gap with the leaders - winners of the quality award competition. In this case, criteria can be used as evaluation indicators quality awards(see paragraph 6.5).

The main challenges in implementing the concept of total quality management usually arise in the area of ​​human resources management. Any organization that decides to engage in quality improvement faces at least four obstacles:

• 1) staff resistance to innovation;
• 2) limited understanding by managers of different levels of the relationship between product quality and organizational performance;
• 3) approach to quality improvement as a one-time event or another newfangled campaign;
• 4) giving quality improvement the status of a statistical rather than a managerial event.

Although total quality is a new way of thinking about organizational management, it is not an entirely new organizational model. When compared with well-known organizational models, it is clear that this approach contains many aspects of already tested models.

In practice, three main organizational models are used: mechanistic; organic; cultural.

A comparison of overall quality and these models is summarized in Table. 6.1.

IN mechanistic model, developed by classical management theorists, the organization is viewed as a tool or machine created solely for the owner's profit. The work is broken down into elemental tasks and the focus is on productivity, compliance and stability.

Table 6.1

Main comparative characteristics of TQM and organizational models

Characteristic		Concept TQM		Mechanistic model	Organic model	Cultural model
		Long term survival		Organizational effectiveness and high performance	Survival of the organization	Satisfying individual requests, staff development
Definition of quality		Satisfying or exceeding consumer needs		Compliance	Customer satisfaction	Meeting the needs of individual groups
Role/nature of the environment		Blurred boundaries between organization and environment		Objective outer limit	Objective internal limit	Prescribed type/boundaries are established during the course of the relationship
The role of managers		Focus on improvement and creating a strategy capable of producing high quality outputs		Coordination and explicit control	Coordination and Hidden control through development of vision and system	Coordination and mediation of negotiations regarding vision and reward system
Role of workers		Workers are empowered, trained and prepared, have the necessary skills and abilities		Passively following instructions	Reactive – self-monitoring based on system parameters	Active – self-control, participation in the formation of a vision, system
Structural rationality	Horizontal processes start from suppliers and end at customers, while receiving support from teams		Chain of command (vertical). Technical rationality		Process flows (horizontal and vertical). Organizational rationality	Mutual correction when deviations occur in any direction. Political rationality
Attitudes to change	Change, continuous improvement, training and encouragement		Stability is valued, learning comes through specialization		Change and learning help adaptation	Change and learning are valued in their own right

Although the mechanistic model, like total quality theory, assumes that an organization exists to achieve a specific purpose, total quality takes a broader approach to the concept of quality. To do this, it adopts an open systems approach in which managers are seen as leaders and analysts rather than as people who plan, organize, direct and control. At TQM The roles of workers are also expanded, a horizontal rather than vertical organization of work is used, and the focus is on continuous improvement rather than a focus on stability. Narrow-minded managers and critics TQM This business philosophy is often viewed in a purely mechanistic sense and fails to see the potential for wider application.

Organic model views organizational systems as living organisms that depend on the environment from which they receive resources. In this sense, these systems must adjust the behavior of their parts so as to maintain the properties of the entire structure within acceptable limits. This model assumes that system goals, such as the need to survive, replace goals related to functioning (for example, making a profit). Total quality has the same guidelines in this regard, since in a competitive environment survival often becomes the main incentive to adapt to this environment. Therefore, customer satisfaction as one of the definitions of quality is fully consistent with this approach.

In the organic model, organizational units are not autonomous. This is broadly consistent with the idea of ​​developing partnerships advocated in the Total Quality approach. In this case, a shared vision of the organization's mission replaces fear as a motivator and control lever, employees work based on shared beliefs and values, horizontal communications become as important as vertical ones, and the organization moves towards greater coordination and organizational rationalization. In addition, the organization must adapt to a wide range of external forces. In these areas, total quality has many similarities to the organic model.

This helps explain why many practitioners view total quality as something new, while many scientists believe that its roots in systems theory have been around for decades.

Cultural model considers an organization as a set of agreements on interactions that individuals have voluntarily entered into. An organization's culture and social environment are activated as a result of the actions of organization members or shaped by them in the form they desire. From the perspective of this model, the purpose of the organization is to serve the diverse needs of all those whom it influences, i.e. all interested parties included in the contact audience.

Proponents of total quality often express approximately the same point of view. But because of the diversity of stakeholders, quality takes on many meanings, and therefore the organization's values ​​and missions must be aligned. Although total quality typically assumes that organizations must adapt to customer expectations, recent ideas about partnerships and sharing best practices (even with competitors) are quite consistent with the cultural model.

In the cultural model, managers play a more explicit role as leaders, loosening control and transferring authority to satisfy the needs of many individuals. At the same time, employees have more opportunities in formulating organizational goals, and all structural decisions are based on values ​​and necessarily take into account the autonomy of individuals (political rationality). Training needs are determined not so much by adaptation to environmental forces, but by the demands of individuals. It should be noted that many of these characteristics characterize recent trends in the evolution of individual components of total quality, which high-performing organizations strive for.

To sum it up, we can say that total quality has evolved and, starting from opposing the mechanistic management model, has absorbed many of the features of the organic model. However, recent trends show that the ideas of the cultural model are increasingly beginning to influence philosophy TQM.

Dickenson R. R., Campbell D. R., Azarov V. N. Kuznetsov M. Yu.

Dickenson K. R ., Campbell D. R., Azarov V. N. Quality management implementation in Russia strategies for change // International Journal of Quality & Reliability Management. 2000. Vol. 17. No. 1; Kuznetsov M. Yu. Total quality management: textbook. allowance. Tyumen: Tyumen State University Publishing House, 2009.

Dickenson K. R., Campbell D. K., Azarov V. N. Quality management implementation in Russia strategies for change // International Journal of Quality & Reliability Management. 2000. Vol. 17. No. 1; Kuznetsov M. Yu. Total quality management: textbook. allowance. Tyumen: Tyumen State University Publishing House, 2009.

Mazur I. I., Shapiro V. D. Quality management: textbook. allowance. M.: Omega-L, 2011.

Quality in the history of civilization. Evolution, trends and prospects of quality management / ed. J. Juran. M.: Standards and Quality, 2004.

Kuznetsov M. Yu. Total quality management: textbook. allowance. Tyumen: Tyumen State University Publishing House, 2009; Sergeev I. V. Economics of enterprise: textbook. allowance. 3rd ed., revised. and additional M.; Welby; Prospect, 2005.

Today, people take it for granted that the items and services they consume should perform well as soon as they buy them. In fact, many industrial and post-industrial societies have simply discarded what doesn't work. However, there was a time when quality and efficiency were not a priority for suppliers of goods and services. An intense focus on quality began to develop largely after World War II, particularly in the 1980s, in response to a market that rejected cheap manufacturing. In connection with this, consumer demand has increased for durable goods that take into account human needs.

This article will examine the history of one of the outstanding management principles - total quality management (TQM). Readers will learn how this can help generate profits and help nonprofits become more efficient and cost-effective. In addition, other industry trends will be examined and TQM will be compared with quality philosophies and methodologies such as Six Sigma and Kaizen.

Definition of the term

TQM as total quality management describes a system in which a company achieves progress through commitment to customer requirements. An organization meets these requirements when it enables every employee in every department to maintain high standards and strive for continuous improvement. Total quality management is the precursor to many quality management systems such as Six Sigma, Lean and ISO.

Total Quality Management is a company-wide initiative to engage everyone in doing the right thing for the customer.

Basics of the term

TQM as total quality management is an indicator of the level of acceptance of a product or service. Its management consists of four parts in managing the process to achieve maximum customer satisfaction at the lowest total cost to the organization.

The system is divided into:

1. Quality planning.
2. Quality control (defect prevention).
3. Quality control (which includes product testing and other elements such as competence).
4. Quality improvement.

The formation of the current structure was influenced by the correct historical circumstances. New methods of mass production were being introduced during this period, such as Ford's assembly line and the urgent demand for materials during the two world wars for this particular innovation. The military, to some degree, demanded that every product they purchased be good, because soldiers literally live depending on the quality of the products that factories process and produce. Whether it was dry rations or ammunition, these wars spurred a revolution in manufacturing to focus on the idea of ​​high performance.

TQM as total quality management is governed by many analytical tools. Statistics play an integral role in this process, since being able to predict the outcome is much cheaper than checking the details. Moreover, sometimes the inspection is simply inconvenient. For example, a fast food restaurant needs to know that every hamburger is of the right quality without having to stop preparing them.

General principles

The concept of total quality management TQM does not have a single generally accepted knowledge, such as for example the Project Management Board (PMBOK). Likewise, there are no prescribed actions for implementing TQM methods and tools. Organizations are free to deploy and adapt TQM as they see fit, giving way to many definitions of the methodology.

Despite these standardization problems, generally accepted principles can be described:

1. Customer satisfaction.
2. The employee's commitment to the consumer, fulfilled through training mechanisms and suggestions.
3. Making decisions based on facts. Teams collect data and crunch statistics to ensure work meets specifications.
4. Effective communications. There should always be open dialogue within the entire organization.
5. Strategic thinking. Quality must be part of the organization's long-term vision.
6. Integrated system. A shared vision, including a commitment to quality, allows everyone to connect to the company. Even suppliers are an important part of the system.
7. Deconstructing every activity into processes, finding and repeating the best processes.
8. Continuous improvement. Every employee should always think about how to do their job better.

The overall goal of the system is as follows: “It is necessary to do everything right, controlling and developing each process separately.” The TQM concept of total quality management recognizes the development and planning of each activity in stages. In this case, not only the management team of the company is involved, but also its employees.

The history of TQM

There is no single agreed source for total quality management. Some experts believe it comes from two books by top quality management thinkers: Total Quality Control by Armand Feigenbaum and Kaoru Ishikawa's What is Total Quality Control? The Japanese way." Others say the terminology originated from an initiative by the United States Navy to adopt the recommendations of management guru William Deming, which they called total quality management. The method did not become widespread until the 1980s.

The TQM system of total quality management dates back to the early 20th century and the scientific management principles of Frederick Taylor, who advocated a consistent approach to task completion and inspection of completed work to prevent defective products from leaving the store. Further innovation came in the 1920s with Walter Shehart's development of statistical control processes that could be applied at any point in the production process to predict quality levels. It was Shehart who developed the control chart used today for Kanban and Agile management.

During the 20s and 30s, Shehart's friend and mentee William Deming developed the theory of TQM, which he eventually used to help the US Census Department in the early 1940s. This was the first use of statistical process control in a non-manufacturing field. The tool developed from the theory was then used in other industries across the country for many years. However, other mechanisms were created in parallel that helped form a new system of standards.

The appearance of the method in Japan

The TQM total quality management methodology is a complex process that has been created over decades in different countries. After the war, other American quality theorists, including Deming, who had achieved hero status in Japan, advised Japanese industry on how to improve processes and results to rebuild their war-torn economy. At that time, the term made in Japan was synonymous with TQM. As early as 1945, visionaries such as electrical engineer Homer Sarason spoke of process control and monitoring for better results.

As a result, TQM became the basis for Japanese manufacturing in the 1950s. Quality concerns not only management, but also all levels of the company. In the 1960s, quality circles began to appear in Japanese workplaces to allow employees to discuss problems and consider solutions, which they then presented to management. Starting from the factory, quality circles extend to other functional departments. The system-wide emphasis on this may also provide a clue to the origins of the phrase universal quality.

Development of the system in the USA

The methodology of total quality management TQM is also a collected set of measures to optimize production. For the first time, scientists from America started talking about this. By the 1970s, the term working in the US was no longer a badge of pride. Since the end of World War II, the primary efforts of American factories have been to produce large quantities of items, maintain production schedules, and save money. Application and durability rarely mattered until problems with lack of product quality reached high levels. Because Japan successfully challenged the United States for industrial leadership, American industry has now taken a page from Japan's quality improvement book. A new interest in quality management emerged, building on the work of Shehart's students such as Deming, Joseph Juran, and Kaoru Ishikawa in Japan. Influential businessmen like Philip Crosby championed this trend.

There have been many attempts to implement TQM TPM system of total quality management. For the first time, the model showed itself as an effective management tool in the military industry. Although the rise in demand appears to have been confined to industry, the concept's basic outlines largely stem from a 1980s Navy project that used Shewhart's PDKA (plan, do, check, act) model. and Deming. The Navy's guidelines articulated the idea that customer requirements should drive quality and continuous improvement should permeate the entire organization. The Navy's success with the methodology led to the adoption of TQM by other military services such as the Army and Coast Guard, and eventually the rest of the US government. Congress established the Federal Quality Institute in 1988 to emphasize the need to manage quality in business and provide rewards for successful implementations.

World practice in TQM

Companies around the world have begun to pay attention to TQM TPM total quality management. Then the system began to spread out and change its appearance. Quality management began in manufacturing, and TQM, like subsequent methodologies, has adapted well to finance, healthcare, and other areas. The list of leading companies that have adopted TQM includes Toyota, Ford and Philips.

The quality of TQM as a planning model has begun to be integrated into many companies. Around the world, countries such as Germany, France, UK and Turkey have set TQM standards. But by the 1990s, TQM was replaced by ISO (International Organization for Standardization), which became the standard for much of continental Europe and another methodological response of the 1980s to the quality problems of Six Sigma. However, TQM principles form the basis for much of ISO and Six Sigma. For example, PDCA appears as part of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) framework. And in the 2000s, the governing body ISO recognized TQM as a core philosophy. TQM lives in data-driven methods for controlling all production processes.

William Deming's influence on the system

Much of our current understanding of the value and commitment to quality of TQM is traced to the theory of William Deming. This American statistician, engineer and management consultant laid many of the foundations for the use of statistics in the fields of production and work management. He introduced statistical process methods to the US Census Bureau in the early 1940s, noting that they were first used in the business or service sector. During World War II, he introduced statistical methods to American business and government to aid in wartime production planning. After the war, Deming was hired by General Douglas MacArthur to advise Japanese officials to use census models to estimate war damage and plan for reconstruction. Deming distinguished himself from many of the occupying forces by demonstrating a genuine interest in Japan and its culture. Perhaps it is not surprising that the Japanese revere him for his role in creating the Japanese economic miracle.

Total Quality TQM has influenced the development of markets in Asia. Because Japan did not have abundant natural resources, executives viewed exporting goods around the world as the main path to financial success. Their post-war reputation posed a particular challenge to this goal. Deming was invited to Japan by the Japanese Union of Scientists and Engineers (JUSE), whose president was Kaoru Ishikawa, to discuss quality management, an idea that formed the basis of what later became known as TQM. Japanese products were gradually recognized as the best for convenience and durability. In 1960, on behalf of Japanese industry, Deming received a Service Medal from the Emperor of Japan. During the 1970s, Japanese exports exceeded US exports.

Total quality TQM was subsequently used to compare different product categories from producing countries. As a result, American products gained a reputation for poor design and defects. As early as 1940, Juran noted that production of goods and meeting deadlines took priority, while quality was relegated to final inspection. Deming believed that once the war was over, US industry would lose interest in statistical methods for achieving quality. Ironically, it was Deming who introduced the quality management principles he had taught in Japan 30 years earlier to the US and UK in the late 70s and early 80s. In 1967, he published the article "What Happened in Japan?" in the journal "Industrial Quality Control". Professionals believe that this is an early version of his famous 14 points and PDCA cycle.

The components of TQM in each stage began to be traced in other management systems thanks to Deming. Although well known in academic quality control circles, the scientist achieved greater prominence when he was interviewed for the 1980 NBC documentary If Japan Can, Why Can't We? In the program, Deming emphasized that if profits are made from productivity, it will only be because people work smarter. This is the total profit, and it is multiplied several times.

The documentary showed another act in Daming's life that described him as a quality consultant for American businesses. He gained a reputation for being tough and fearless in the presence of senior leaders. Legend has it that he told Ford executives that 85% of quality problems were caused by poor management decisions. Some companies rejected it. However, on his advice, Ford conducted user surveys before designing and building the Ford Taurus in 1992. The benefits of TQM were obvious, and this particular car model was in demand for many years.

In his 1986 book Beyond the Crisis, the scientist examined 14 points of control. The following year, at the age of 87, he was awarded the National Medal of Technology. In 1993, the year of his death, he founded the Deming Institute.

Why the method is important for organizations

The elements of a TQM strategy become effective not when an organization creates a specialized quality department, but when it involves the entire company in the pursuit of such an outcome. An example is the quality circle, in which employees directly involved in the brainstorming process discover solutions. People are an incredible resource that is often underutilized. Management does not recognize the value they bring to the everyday workplace. The staff knows how to fix problems.

In addition to using your own resource, implementing the TQM philosophy and development can help an organization:

1. Ensure customer satisfaction and loyalty.
2. Ensure increased revenue and increased productivity.
3. Reduce waste and inventory.
4. Improve the design.
5. Navigate to changing markets and regulatory environments.
6. Increase productivity.
7. Improve the market image.
8. Eliminate defects.
9. Increase work safety.
10. Improve employee morale.
11. Cut costs.
12. Increase profitability.

Based on current methods, it is possible to significantly improve not only the work of the team, but also speed it up. To do this, the company can select the necessary structure. The elements of TQM presented are general. Depending on the type of company and its product, not all of these results may be achieved.

Implementation costs

A fundamental principle of TQM is that the cost of completing tasks the first time is much less than the potential cost of repeating them. There are also residual losses when customers abandon products and brands due to quality concerns. Some companies view quality as a cost that cannot be recouped. Khuran, Deming and Feigenbaum had a different opinion.

There are four main categories of costs:

1. Valuation costs. The costs cover inspection and testing throughout the entire production cycle. This includes verifying that materials received from the supplier meet specifications and ensure acceptable products at each stage of production.
2. Preventative costs. Costs include properly setting up workstations for efficiency and safety, as well as preparation and planning. This type of expense also includes conducting surveys. Preventative activities often receive the smallest allocation of a company's budget.
3. External costs. This category refers to the cost of issues following the release of a product to the market. These may include warranty issues, product recalls, returns and repairs.
4. Internal failure costs. Internal failures are the costs of problems before products reach customers. Examples of internal failures include faulty machines that cause delays and downtime, poor materials, product waste, and designs that require rework.

Current models and awards for them

The principles of the TQM system do not have a single generally valid body of knowledge. Organizations are trying to use already developed systems in their production to achieve the required level of quality.

The Deming Application Prize was created in Japan in 1950 by the Japanese Union of Scientists and Engineers (JUSE) to recognize companies and individuals around the world for their successful efforts in implementing TQM. Winners included Ricoh, Toyota, Bridgestone Tire and many others.

Congress established the Malcolm Baldrige National Quality Award (MBNQA) in 1987 to raise awareness of the quality of TQM models. The National Institute of Standards and Technology (NIST) administers the award.

It issues it to large and small companies and non-profit organizations that demonstrate excellent performance in the following areas:

1. Delivering growing customer and stakeholder value that contributes to organizational sustainability.
2. Improve overall organizational effectiveness and capabilities.
3. Implementation of organizational and personal training.

The non-profit European Foundation for Quality Management (EFQM) was created in 1989 to provide a quality framework for organizations throughout Europe and Russia.

They support the EFQM Excellence Model, which covers the following requirements:

1. Adding value to customers.
2. Creating a sustainable future.
3. Development of organizational capabilities.
4. Harnessing creativity and innovation.
5. Comparison with vision, inspiration and integrity.
6. Handling with agility.
7. Interest in people's talent.
8. Maintain outstanding results.

Participating organizations can take part in training and assessment tools and can qualify for the EFQM Excellence Award. The International Organization for Standardization (ISO 9000) publishes guidelines and specifications for parts, processes and even documentation to ensure that quality is consistent throughout the company, organization and system.

System management in an organization

TQM processes, like PDCA, underlie many 20th-century quality efforts. PDCA began in the 1920s as a concept by engineer and statistician Walter Shehart. It was originally called PDSA (plan, do, study, act), widely used by Demin, who called it the Shewhart cycle. It is now often called the Deming cycle.

Analysis of the formulation of the PDSA method:

1. P-Plan - The planning stage is the most important. This is where management, along with their peers, identifies problems to see what really needs to be addressed, namely the day-to-day things that may be happening but that management is unaware of. So they try to determine the root cause. Sometimes employees conduct high-level research or tracing to narrow down where the problem is occurring.
2. D-Do - The execution phase is the decision phase. Strategies are being developed to eliminate those problems that were identified during the planning stage. Employees can implement solutions, and if the solution doesn't work, it goes back to the drawing board. Unlike Six Sigma, it has less to do with measuring profits and more with what employees think about the job.
3. S-Study - testing phase - before and after. So, once the changes are made, it becomes clear how they work in practice.
4. A-Act - The current stage is the presentation or documentation of the results so that all employees can see how it was done and what results were obtained. This is a new way and this is something to pay attention to.

The introduction of TQM based on this principle made it possible to develop other methods through the system. In 2000, ISO recognized PDCA as a foundational method. It reappears in Six Sigma as the DMAIC (Define, Measure, Analyze, Improve and Control) method. Walters notes that TQM is much more people-oriented, while Six Sigma is a process.

Where TQM, KAIZEN and SIX SIGMA are applied

While TQM is used to provide employees with ideas and solutions that can help companies, Six Sigma's process focus and measurement drives data-driven decision making, which provides undeniable benefits.

Based on TQM methods, most companies want to develop brand loyalty even if their product is essentially the same as a competitor's. If TQM is used, management hopes that the product will be of better quality so that customers will return. With TQM, the organization will have to wait for customers to confirm that the product is really good. With Six Sigma, the company does not guess or assume how good the product is; in fact, it already knows it. If a firm correctly identifies its market and its product is best suited for the niche, it knows that it has the best product from a process perspective. This leads to longer lasting relationships with customers.

If Six Sigma can offer definitive results for an existing process, and the concept of TQM can help achieve results over time, the question becomes where Kaizen fits. Kaizen is a Japanese word meaning the philosophy of improvement.

It includes 5 principles: seiri, seiton, seiso, seiketsu and shitsuke. Translated, they mean sorting, orderliness, brightness, standardization and support. Kaizen is seen more as a philosophy of organizing a workspace and place, about how to treat work and colleagues correctly.

TQM quality system and Kaizen events are improvement efforts that involve small teams who spend a short amount of time, usually about a week, reviewing and testing improvements. The team then presents their findings to management. Management reviews decisions periodically to ensure they continue to benefit the team.

Like TQM, Kaizen is committed to results, that the entire company is responsible for quality, and that improvement must be continuous.

Seven Basic Controls

According to experts, basic TQM strategies and controls allow anyone to collect data to illuminate most problems and identify possible solutions.

Here are the seven essential TQM tools:

1. Check sheet. This is a preliminary form for collecting one type of data over time. Therefore, it is only useful for frequently repeated data.
2. Pareto chart. The chart shows that 80% of problems have 20% of their causes. This helps determine which issues fit into the categories.
3. Cause and effect diagram or Ishikawa diagram. This diagram allows you to visualize all possible causes of a problem or effect and then categorize them.
4. Control chart. This diagram is a graphical description of how processes and results change over time.
5. The histogram shows how often the problem occurs and how and where the result cluster performs.
6. Axis diagram. This chart plots data on the x and y axes to determine how results change as variables change.
7. Flow diagram or stratification diagram. It is a representation of how different factors come together to form a process.

Main participants

To be successful with a total quality management program or any other improvement methodology, managers must understand the quality improvement goals for their product or company. They must then communicate these goals, despite the benefits of TQM, to the company since employees play a vital role by contributing to day-to-day knowledge of product creation and processes.

Suppliers are an important part of the system's operation. Companies must vet new agents to ensure materials meet standards.

Customers are the most important part of management. After all, they are the reason for the TQM system. In addition to the obvious feedback provided by the sales team, customers—users of the product or service—provide information about what they want from the product next.

Certificates issued to organizations

Since its heyday in the 1990s, TQM has been largely replaced by Six Sigma and ISO 9000. The fact is that Lean and Six Sigma have a very specific set of methods to effectively achieve these goals. ISO is a universal standard and companies are very clear about what they must do to achieve it.

Obtaining one of these types of certificates expands the company's credentials and sets it apart from its competitors. Europe and Russia adopted the ISO international standard in the 1990s. Today, formal training in TQM as total quality management is rare. The main users of the TQM system are organizations located in Japan and the USA. Therefore, already at the initial stages of forming a new management system, management and employees should decide on a general model that would work more efficiently in the specific market where the manufactured products will be supplied.

Total quality management is a concept that involves the implementation of a coordinated, integrated and targeted implementation and application of quality management systems and methods. In all areas of activity, from the design stage to the after-sales service stage, with the rational use of technical potential and the active participation of workers, employees, etc. heads of all departments and levels of government. Total quality management is a technology for managing the quality improvement process.

The system consists of: 1. A system of methods and means used.

2. Systems of technical resources (tools).

3. Systems of development of principles, content of this technology

______________________________________________________________________________

Total Quality Management- a philosophy of total quality management, which successfully started many years ago in Japan and the USA with the practice of awarding awards to companies that have achieved the highest quality of their products.

The main idea of ​​TQM is that a company should work not only on product quality, but also on quality of work organization in the company, including staff work. Constant parallel improvement of 3 components:

Product quality

· quality of process organization

· personnel qualification level

Allows you to achieve faster and more efficient business development.

· degree of implementation of customer requirements

· growth of the company's financial performance

· increasing the satisfaction of company employees with their work

The principle of TQM can be compared to holding a ball on an inclined plane. To prevent the ball from rolling, it must either be supported from below or pulled from above.

TQM includes 2 mechanisms:

· Quality Assurance (QA) - quality control - maintains the required level of quality and consists of the company providing certain guarantees that give the client confidence in the quality of a given product or service.

· Quality Improvements (QI) - quality improvement - implies that the level of quality must not only be maintained, but also increased, correspondingly raising the level of guarantees.

Two mechanisms: quality control and quality improvement - allow you to “keep the ball in the game”, that is, to constantly improve and develop the business.

The TQM ideology is clearly presented in an article by the famous Canadian quality specialist George Lazlo.

What is Total Quality Management

Total quality management is a management system based on the production of quality products and services from the customer's point of view. TQM is defined as a quality-focused, customer-focused, evidence-based, team-driven process. TQM is aimed at systematically achieving the strategic goal of an organization through continuous improvement. The principles of TQM are also known as "total quality improvement", "world-class quality", "continuous quality improvement", "total service quality" and "total quality management".

The word “total” in Total Quality Management means that everyone in the organization must be involved in the process, the word “quality” means concern for customer satisfaction, and the word “management” refers to the people and processes required to achieve a certain level quality.

Total Quality Management is not a program; it is a systematic, integrated and organized style of work aimed at continuous improvement. This is not a managerial whim; It is a time-tested management style that has been successfully used by companies around the world for decades.

TQM is based on the following principles:

· customer orientation

· involvement of employees, which allows the organization to profitably use their abilities

· approach to the quality system as a process

· systematic approach to management

· continuous improvement

Edward Deming's 14 Universal Principles

1. Align goals with quality improvement plan. Top management should create and publish to all company employees a letter of intent with a plan and a clear definition of goals. Goals must be achieved.

2. Adopt a new quality philosophy. Everyone, from senior management to the lowest level employee, must accept the challenge of quality improvement, understand their responsibilities and adhere to the requirements of the new philosophy. Poor quality products should never reach the customer. The organization should accept as a rule that product quality defects may occur, but defective products should never be supplied to the customer.

3. Put an end to the negative reliance on too-frequent inspections and quality audits. The purpose of inspections is to improve processes and reduce costs, not just to find defects. The need for frequent inspections may be eliminated by ensuring the original quality of work.

4. Stop the practice of selecting suppliers based solely on the cost of their goods and services. Contracts that promise the lowest costs (and imply the worst results) should be eliminated; instead, care should be taken to minimize the overall cost of projects. Instead of constantly looking for the cheapest seller and then having problems with low quality products, you should strive to work with a regular supplier. Then you can build long-term relationships based on loyalty and trust.

5. Identify problems and work continuously to improve the quality control system. Organizations must continually improve their quality management and control systems. Many managers tend to think that the structure of such programs has a beginning, middle and end. Total quality management has no end, it is a continuous process. The phrase “continuous improvement” should become a common concern within the organization.

6. Establish training. Modern formal training methods should be introduced, especially for new employees. On-the-job training is not acceptable because the new employee is likely to “learn” the old way, working alongside old “veterans” who may be resistant to TQM innovations. Training is also possible for external customers if it focuses them on the goals that the company strives for. Later, when the company expects a certain level of quality requests from these external customers, their previous training will be useful.

7. Train and establish leadership. The purpose of management should not only be to tell people what work to do, but to help them do that work better. Management must be trained in mastery and organizations must train their managers to be good leaders.

8. Eliminate fear at work. The company must create an atmosphere of trust and innovation so that each employee can work effectively to improve the organization as a whole. Many fears at work are caused by quantitative assessments of the quality of work. Workers strive to do what is required to get these good grades, which have nothing to do with quality. Employees should not be afraid to bring new ideas, and the organization should tolerate failure when employees experiment with new ideas.

9. Remove barriers between departments. Top management must establish collaboration rather than competition between departments. This should optimize the teams' efforts towards the organization's intentions and goals rather than fueling competition between departments.

10. Avoid empty slogans in the workplace. Management should exclude slogans and calls for the complete eradication of defects and errors, increasing productivity without providing employees with the means and describing methods to achieve such heights. Such admonitions only create conflictual relationships. Most of the reasons for poor quality and unproductive work in organizations relate to the management system and therefore exceed the ability of employees to change anything about it.

11. Minimize (or optimize) work standards and quantities in production. Top management must prioritize improving service quality over quantitative measures. Eliminate individual punishment/reward control systems such as bonuses and fines. Eliminate aspiration-based management. To ensure that achievement of goals is not dependent solely on aspirations, managers must develop methods for improving quality and also involve management in helping employees achieve their personal goals.

12. Give employees the opportunity to be proud of their craftsmanship. Organizations should abolish the merit rating system and not blame employees for failures of systems that are beyond their control.

13. Encourage and stimulate extensive educational programs, re- and advanced training programs. Involve leading specialist instructors to train and educate employees. Introduce training related to the statistical view of the organization and then expand it to the overall process view. This will give an idea of ​​the organization as a whole, as a single organism.

14. Convert. Focus each employee on making small changes to improve the entire company. Transformation is the job of every employee, not just management. Create some sort of clearinghouse to keep all employees informed of this progress.

These 14 principles form the basis of Total Quality Management. They are the cure for 5 deadly diseases that can destroy a company.

[5 deadly diseases

There are 5 deadly diseases that must be eliminated from an organization to successfully implement TQM. If left unchecked, these 5 deadly diseases can not only hinder the implementation of TQM, but also gradually destroy the organization. These are the 5 deadly diseases:

1. Main line control only. An organization that cares only about the main line of development and manages exclusively numbers is doomed to failure. Managing is hard work; a manager who relies only on numbers simplifies his task. Managers must know the process, be involved in it, understand the sources of problems and provide examples of their solutions to their subordinates.

2. Performance assessment based on a system of quantitative indicators. Appraisal that uses metrics, reports, rankings, or annual performance reviews sometimes results in classifications, forced quotas, and other rankings that create unhealthy competition and disrupt teamwork within the organization. Instead of using such systems, managers should provide personal feedback to employees' individual performance to help them improve.

3. Focus on short-term benefits. If an employee has had the experience of making quick profits in the past, he will try to continue to work in the same way. Management must convince employees that the organization should prioritize long-term, sustainable growth and improvement over short-term gains.

4. Lack of strategy. If the organization does not have any consistency in the goals being realized, the organization's employees will feel insecure about the possibility of their continuous professional and career growth. The organization must have a continuously implemented strategic plan, which should also include quality improvement issues.

5. Staff turnover. If an organization experiences high staff turnover, this indicates serious problems. Eliminating the first 4 deadly diseases can help overcome this one. Management must take steps to make employees feel like they are an important part of a unified team rather than an isolated organization.

]Advantages of TQM

There are short-term and long-term benefits to any management style. Total quality management provides several short-term benefits, however, most of the benefits of this approach are long-term and the effect of them is felt only after their successful implementation. In large organizations, it may take several years for long-term benefits to take effect.

The long-term benefits expected from the application of Total Quality Management are higher productivity, improved team morale, reduced costs and increased customer confidence. These benefits can lead to the popularization and enhancement of the company's status in society.

Avoiding mistakes and taking correct actions, first of all, saves time and resources, and then funds and savings can be spent on expanding the range of services (products) or provided to employees for work aimed at improving the quality of services.

Total Quality Management encourages the creation of an atmosphere of enthusiasm and satisfaction with the work performed, with the use of bonuses and rewards for creativity. If failures from employee experimentation are accepted as part of the learning process, employees become more reluctant to be creative in developing new ideas.

Instead of hiding mistakes from management or delaying publicizing them, which causes small mistakes to escalate into big problems, employees approach problems with patience, trying to fix them again and again. If employees feel like they are part of the organization, they feel needed and their work brings them satisfaction, which can in turn improve its quality.

Total Quality Management widely uses a team approach, which, on the one hand, imparts to workers the experience of solving problems with their colleagues and, on the other hand, allows them to apply their knowledge and experience in joint efforts. As employees gain experience in team problem solving, they can participate in cross-sectional mega-teams that solve problems beyond the capabilities of local teams. TQM gives an organization greater flexibility in solving problems and improves the quality of the working environment for all employees.

Total quality management can be a “profit generator” even for public organizations. In fact, the approach itself does not create profits, but if followed properly, it can identify costly processes and find ways to save money. The unavoidable costs of TQM are the costs of performing routine operations. Generally speaking, for public organizations, saved resources and funds can be considered as “profit”.

At the center of authoritarian management is a leader who uses authority, fear and coercion to exert pressure on people. An authoritarian manager lacks humanity and personal attractiveness (and often professionalism). Total Quality Management is a success-oriented team with charismatic leaders who influence colleagues in the course of work to achieve quality results; This way and only this way, you can get out of the vicious circle of “demand and blame.” TQM doesn't blame anyone for problems; instead, he looks for solutions.

It is obvious that these management styles are opposite to each other. The main differences between them are given below.

Quality Management System(QMS) - a set of organizational structure, methods, processes and resources necessary for overall quality management. It is intended for continuous improvement of activities, to increase the competitiveness of the organization in the domestic and world markets, and determines the competitiveness of any organization. . It is part of the organization's management system.

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

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

Foundation of the organization

Quality management systems are driven by the organization's customer requirements. Consumers need products (services) whose characteristics would satisfy their needs and expectations. Consumer needs and expectations are constantly changing, causing organizations to experience pressure from the competitive environment (market) and technological advances. To maintain ongoing customer satisfaction, organizations must continually improve their products and their processes. An organization's QMS, as one of the management tools, gives confidence to the top management of the organization itself and its consumers that the organization is able to supply products that fully comply with the requirements (of the required quality, in the required quantity for a specified period of time, spending the established resources on it). This management tool operates strictly within the so-called iron triangle of the project.

The QMS is based on eight principles of quality management:

1. Customer Focus- the organization needs to do what the consumer wants now and will want in the future, even if he does not realize it.

2. Executive Leadership- since the organization always operates within the framework of limited resources and input data in a competitive environment, only a leader with vision and fortitude is able to ensure the achievement of its goals (mission).

3. Staff Engagement- since the organization’s personnel are its main resource and at the same time the most sensitive stakeholder, the leaders’ reliance on it is the key to success.

4. Process approach- An organization’s QMS is not a static entity and its elements are processes through which goals are achieved, that is, any changes are ensured through processes.

5. Systematic approach to management- implies taking into account all factors affecting the external and internal environment of the organization.

6. Continuous improvement- the basis of modern management, which implies constant adaptation to existing and expected changes in the environment, and sometimes shapes them.

7. Making fact-based decisions- a reminder that the stability of an organization’s functioning is possible not only on the basis of intuition, but also using measurement data.

8. Mutually beneficial relationships with suppliers- along with the principle customer orientation involves creating sustainable supply chains based on mutually beneficial cooperation.

Achieving long-term success by maximizing customer, employee, owner and community satisfaction. The purpose of the QMS is to ensure that the results of the company's processes meet the needs of the consumer, the organization and society. (compliance with both explicit requirements and implied needs).

· Continuous improvement of product quality and reduction of quality assurance costs through the use of the PDCA cycle (Deming cycle), consisting of: planning, action, analysis, adjustment (eliminating the causes of nonconformity, and not just correcting the results obtained);

· creating confidence among consumers that there are no defects through certification of the quality management system.

History of development

QMS actively developed in the 20th century:

· from quality in production;

· quality in design;

· comprehensive quality management

1. Prevention of the causes of defects.

2. Involvement of all employees in quality improvement activities.

3. Active strategic management.

4. Continuous improvement of product and process quality through corrective and preventive measures.

5. Use of scientific approaches in solving problems.

6. Regular self-assessment.

Methodological tools

1. Data collection tools.

2. Means of providing data.

3. Methods of statistical data processing, for example, Reproducibility Indices, Shewhart Control Charts.

4. The theory of general management.

5. Theory of motivation and interpersonal relationships.

6. Economic calculations.

7. System analysis of production, for example Lean manufacturing.

8. Management through planning.

Components

Main components of quality management systems:

1. Establishment needs and expectations consumers and other interested parties of the organization in the field of quality of products or services.

2. Availability policies and goals organization (or a dedicated part of the organization) corresponding to meeting the predetermined needs of consumers (external and internal). (see 1.).

3. Statement of Scientific schools and areas of management#Process approach to the management of """processes""" and responsible for them necessary to achieve the goals of the organization (or a dedicated part of the organization). Implementation of a process approach in achieving these goals

4. Determination of necessary resources and providing them with those responsible for the processes to achieve the goals of the organization (or a designated part of the organization).

5. Development and application methods for measuring effectiveness and efficiency each process based on key quality indicators

6. Determination of the mechanisms necessary for warnings of inconsistencies And eliminating their causes. And the implementation of these mechanisms in QMS processes

7. Development and application of a process for continuous improvement of the entire QMS

As can be seen from the definition, the primary element of the QMS are the needs and expectations of consumers (internal and external) of products or services, business owners, personnel and society. The organization's policies and goals are a response to the needs and expectations of interested parties. And the subsequent process approach completes the description of the path to achieve goals and implement long-term policies. Each of the points described above is key for any QMS that is in constant cyclical interaction on the path to extremely high quality.

Industry QMS

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

· ISO/TS 16949 - suppliers of automotive components.

· ISO 13485 - manufacturers of medical equipment.

· AS 9100 - suppliers of aerospace components.

· ISO 29001 - petrochemical and gas industry.

· TL 9100 - enterprises in the telecommunications industry.

· IRIS - supply chain for railway industry products.

· ISO 22000 - food supply chain.

· ISO 20000 - service management (this standard is not made according to the structure of ISO 9001, but in general it meets the spirit of TQM).

· IWA 1 - healthcare institutions.

· IWA 2 - educational institutions.

· Six Sigma(English) six sigma) is a manufacturing management concept developed at Motorola Corporation in the 1980s and popularized in the mid-1990s after Jack Welch used it as a key strategy at General Electric. The essence of the concept comes down to the need to improve the quality of outputs of each process, minimize defects and statistical deviations in operational activities. The concept uses quality management methods, including statistical methods, requires the use of measurable goals and results, and also involves the creation of special working groups at the enterprise that carry out projects to eliminate problems and improve processes (“black belts”, “green belts”).

· The name comes from the statistical concept of standard deviation, denoted by the Greek letter σ . The maturity of the production process in this concept is described as σ - deviation rating, or the percentage of defect-free products at the output, so, process quality 6 σ at the output gives 99.99966% of outputs without defects, or no more than 3.4 defective outputs per 1 million operations. Motorola has set a goal of achieving Quality Score 6 σ for all production processes, and it was this level that gave the concept its name.

Basic principles

The Six Sigma methodology, like its predecessors, is based on the following principles:

· for successful business it is necessary to constantly strive to establish sustainable and predictable processes;

· indicators (KPIs) characterizing the flow of production processes and business processes must be measurable, controllable and improved, and also reflect changes in the flow of processes;

· To achieve continuous quality improvement, it is necessary to involve the organization's personnel at all levels, especially senior management.

The following basic principles are also stated:

· sincere interest in the client [

· data and evidence-based management;

· process orientation, process management and process improvement;

· proactive (anticipatory) management;

· interaction without borders (transparency of internal corporate barriers);

· striving for excellence plus tolerance for failure;

When implementing process improvement projects, the DMAIC sequence of steps is often used. define, measure, analyze, improve, control):

· determination of project goals and customer requests (internal and external);

· process measurement to determine current execution;

· analysis and identification of the root causes of defects;

· process improvement by reducing defects;

· control of further progress of the process.

]Origins and Applications

The Six Sigma concept, originally developed by Motorola Corporation employee Bill Smith, has found wide application in many industries, and even in the service sector. The development of the concept was greatly influenced by such methodologies as quality management, total quality management, the theory of defect-free products, based on the works of Shewhart, Deming, Juran. Joseph M. Juran), Ishikawa, Taguchi.

The Six Sigma technique has several distinctive features from previous quality management techniques:

· the results of each project must be measurable and expressed in quantitative terms;

· senior management is increasingly viewed as a strong and charismatic leader who can be relied upon;

· creation of a special system for assigning titles to specialists of the technique by analogy with martial arts - “champion”, “black belt”, which leads to better assimilation of the concept among workers;

· making decisions only on the basis of verifiable information, without assumptions or assumptions.

« Six Sigma" is a registered service mark and trademark of Motorola. Other companies that were the first to apply the concept and achieved positive results include Honeywell and General Electric. In the late 1990s, more than 60% of Fortune 500 organizations began using Six Sigma in one form or another.

In the 2000s, the combined use of Six Sigma and Lean Manufacturing concepts became widespread. lean six sigma).

In 2011, the International Organization for Standardization released two 13053 series standards dedicated to the Six Sigma methodology: ISO 13053-1:2011 " Quantitative methods in improvement processes. Six Sigma. Part 1: DMAIC methodology" and ISO 13053-2:2011 " Quantitative methods in improvement processes. Six Sigma. Part 2: tools and techniques."

Graphic illustration

Production strives to achieve a process described by a blue graph, perhaps red, but not yellow or green.

The bell curve is an approximation of the Six Sigma model. The abscissa axis shows the value of the standard deviation, denoted σ , which shows the distance from the mathematical expectation µ to the inflection point of the curve. The spread of the curve values ​​is directly dependent on the value of the standard deviation - σ . In the notation of such a graph, the following interpretation arises: a product that meets the requirements occupies a position at zero on the abscissa axis; if it is better than required, it is to the right of zero; if it is worse, it is to the left. There are cases when a deviation in the larger direction is a disadvantage of the product. The more products in the total number of products that exactly meet the requirements, the higher the curve at zero.

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ISO 9000- a series of international standards describing the requirements for the quality management system of organizations and enterprises.

The ISO 9000 series of standards was developed by Technical Committee 176 (TC 176) of the International Organization for Standardization. The standards are based on the ideas and provisions of the theory of total quality management (TQM).

It is generally accepted that when developing the first version of the ISO 9000 standards, TC 176 was guided by the British standard BS 5750, developed by the British Standards Institution (BSI). In turn, it is believed that the British standard was based on industry standards of the military-industrial complex.

Versions of ISO 9000 standards

The ISO 9000 series of standards has been revised several times:

· the first version was prepared in 1987;

· the second version was released in 1994 and was a refined version of the 1987 version.

· the third version was developed in 2000 by radically revising the 1994 version;

· the fourth version of the standard was released separately: in 2005 the ISO 9000-2005 standard was released, in 2008 and 2009 - the ISO 9001 and 9004 standards. Despite the expected complete revision of the 2000 version, TK 176 decided to limit itself to “cosmetic” edits - correcting inaccuracies and discrepancies. The reasons cited for the refusal to make significant changes and the delay in releasing a new version were the desire to extend the validity period of existing certificates for organizations (that is, to maintain the status quo in the certification business).

ISO 9000 standards, adopted by more than 190 countries around the world as national standards, are applicable to any enterprise, regardless of their size, form of ownership and field of activity.

Certification is carried out according to the only standard in this series that contains requirements - ISO 9001. The ISO organization does not carry out certification according to ISO 9001. There is a two-level system for confirming compliance. Certification of quality management systems of individual organizations is carried out by specially formed audit organizations (certification bodies). They, in turn, are accredited by national accreditation societies. There are also independent accreditation systems.

About the nature of ISO 9000 standards

Process approach according to ISO 9000

Application of ISO/TC 176 standards in a process approach.

ISO 9000 is not a quality standard for the product itself and does not directly guarantee high quality products.

Compliance with ISO 9001 requirements indicates a certain level of reliability of the supplier and the quality of his company. From the point of view of modern companies, compliance with ISO 9001 requirements is the minimum level that makes it possible to enter the market. The ISO 9001 certificate of conformity itself is an external independent confirmation of achieving the requirements of the standard.

The goal of the ISO 9000 series of standards is the stable functioning of the supplier's documented product quality management system. The original focus of the ISO 9000 series of standards was precisely on relationships between companies in the form of consumer/supplier. With the adoption of the third version of ISO 9000 standards in 2000, greater attention was paid to the organization's ability to satisfy the requirements of all stakeholders: owners, employees, society, consumers, suppliers. ISO 9004 focuses on achieving sustainable success. These standards help enterprises formalize their management system by introducing such system-forming concepts as internal audit, process approach, corrective and preventive actions.

The ISO 9000 standard is fundamental, and its terms and definitions are used throughout the ISO 9000 series of standards. This standard provides the basis for understanding the basic elements of a product quality management system according to the ISO 9000 series of standards. ISO 9000 defines 8 principles of quality management, as well as the use of process approach for continuous improvement

The processes of creating products are included in the chain “supplier - organization - consumer” and are shown in the figure as “product release”. Only these processes add value because they create what is established in the contract with the consumer, the rest are auxiliary, supporting processes.

Standards included in the series

· ISO 9000. Glossary of terms about the management system, set of principles of quality management. The current version is ISO 9000:2005. Quality management systems. Fundamentals and vocabulary."

· ISO 9001. Contains a set of requirements for quality management systems. The current version is “ISO 9001:2008 Quality management systems. Requirements".

· ISO 9004 Provides guidance for any organization to achieve sustainable success in a complex, demanding and constantly changing environment by using a quality management approach. The current version is ISO 9004:2009 Managing for sustainable organizational success. Approach based on quality management."

· ISO 19011. Standard describing audit methods in management systems, including quality management. The current version is “ISO 19011:2011 Guidelines for auditing management systems”.