ISO 9000 and TQM Standards

More approaches of TQM are stated in ISO 9004:2009MS which is a methodical grant on application of the quality system. The MS ISO 9001:2008contains a minimum of requirements for satisfaction of inquiries of consumers [18]. But nevertheless between the ISO standards of a series 9000 and the concept of TQM it is possible to allocate a number of differences which are given in table 1:

ISO 9000 and TQM standards

Table 1

ISO 9000	TQM
There is no need of focus on a certain consumer	Focus on a certain consumer
It is not integrated into corporate strategy	The integrated strategy of the company
Focus on technical systems and procedures	Focus on philosophy, concepts, tools and methodology
The involvement of all employees is not obligatory	Emphasizes need of involvement of all employees
Does not focus on continuous improvement	Continuous improvement and TQM are synonyms therefore TQM is represented the continuous and not terminating travel to quality
Responsibility for quality has to be defined and documentary issued, but often responsibility for quality is conferred on the relevant divisions, for example department of quality	Each employee is responsible for quality
Possibility of focus on divisions	Organization of all divisions, functions and levels
It is generally static	Means change of process and culture

The main difference of TQM from the ISO standards of a series 9000 consists that TQM is top of modern methods of management of quality and is focused on improvement of quality of products when already there is a certain reached level, and introduction of the ISO standards of a series 9000 is rather directed on decrease in probability to make something incorrectly.

Control questions:

1. Main idea of TQM

2. Tell about basic provisions of general quality management, their communication with the principles E. Deming

3. What it is necessary to take measures for introduction of the program of comprehensive quality management

4. Basic elements of the modern TQM model

5. Tell about the main differences between the ISO standards of a series 9000 and the concept of TQM

Literature:

1 Качество в истории цивилизации. Эволюция, тенденции и перспективы управления качеством. Под ред. Дж. Джурана. - В трех томах // - М.: РИА "Стандарты и качество", 2004.

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

3 Мазур И.И., Шапиро В.Д. Управление качеством: учебное пособие. - М.: Высшая школа, 2003. - С. 75-77.

Lecture 4

Theme: Basic provisions of quality management system on series ISO 9001. Justification of need of systems of quality management. Requirements to QMS. The System approach to QMS. The Process approach with reference to QMS. Policies and the purposes in the field of quality, a role of the top management, documentation, QMS estimation, continuous improvement, a role of methods of engineering of quality. Interrelation between systems of quality management and perfection models.

Lecture plan:

1. The main advantages from introduction of standards on control systems

2. History of development of standards on control systems

3. Basic principles of ISO 9000

4. Requirements to QMS and system approach to introduction of QMS

1. Before the first standards on quality systems were accepted, almost all bargains worth over one thousand dollars were concluded only after the consumer himself examines plant of the supplier and will be convinced that the supplier is really capable to let out that is called not "hack-work". The supplier had to maintain the mass of examinations from various consumers which requirements sometimes considerably differed from each other, and everyone could not please. The same problems were and at checking: continuous traveling, waste of time, painful searches of compromises, etc. Special standards in which the minimum requirements to the supplier imposed by the vast majority of consumers were stated were developed for simplification of procedure of precontractual relationship. In a consequence these standards received the name familiar today - standards on quality systems.

With the advent of standards on quality systems there was a universal measure of comparison allowing to estimate, what suppliers meet the established minimum requirements and what are not present. And even if some consumer exposed higher requirements, than is provided by the standard, he preferred to carry on conversation with that supplier which already had the certificate on the standard quality system, than with somebody else rather. Those consumers, whose requirements kept within a framework standard, at once could conclude bargains with the certified suppliers without additional checks if, of course, the quality system conformed to that standard which requirements the consumer considered sufficient, and the certificate was signed by that organization to which he trusts.

Today in the world more than three hundred thousand enterprises certified the quality systems according to the ISO standards of a series 9000. In their Russia there is not a lot of, but their number progressively increases. These standards became the most popular in the history of ISO because of considerable advertizing advantages which they give to the owner of the certificate before the next competitors.

And they find for themselves the increasing application not only in free business. Some state organizations which do not have direct competitors certify the quality systems for a gain to themselves additional trust of the public that is especially important in the countries having reputation democratic where all structures of management in many respects depend on public opinion.

2. The ISO standards of a series 9000 applied in the field of control systems of quality for the first time were revised in 1994. In December, 2000 there was an official publication of the new version of the international ISO 9000:2005 standards which replaced the edition of 1994.

As a result the complex of documents consisting earlier of 24 standards (some them remained at an introduction stage), contains 5 basic standards now:

ISO 9000:2005 Quality management system. Basic principles and dictionary;

ISO 9001:2008 Quality management system. Requirements (establishes minimum necessary set of requirements to quality systems and it is applied for certification and audit);

ISO 9004:2000 Quality management system. Guidelines on quality improvement (contains methodical instructions on creation of systems of quality management which are focused on high efficiency of activity of the enterprises);

ISO 19011:2011 Guidelines on check of quality management system and environmental protection;

ISO 10012 Ensuring quality of the measuring equipment.

The ISO 9001 and 9004 standards which are completely harmonized among themselves on structure and the contents are fundamental. They can be used both in common, and separately. Both standards have the identical structure founded on model of process of quality management, but different scopes. Both standards are applied to all categories of production, and make a basis for requirements which can be developed by concrete branches.

The ISO 9001:2008 and ISO 9004:2009 standards are planned as compatible to standards of other systems, in particular, with ISO 14001 and 14004 regulating control systems of environmental protection.

The existing ISO 8402 standard is transformed to the ISO 9000 standard. Bases of systems of quality management (the help section), and also concepts, terms and definitions (the standard section) entered it. The ISO 9000 standard replaces ISO 9000:1994 and ISO 8402. Thus the Dictionary (ISO 8402) underwent revision: in addition new terms are entered and the part of old concepts is specified.

Today about 500 thousand companies were around the world certified on compliance of ISO 9000. Certification according to the ISO 9000 standard allows the organizations:

- to apply for higher prices of delivery of the production in case of an entry into the international market;

- to increase system effectiveness of management of the organization;

- to cut down expenses on management;

- to increase the level of motivation of performing discipline of employees and at the expense of it to increase labor productivity.

3. ISO - International organization for standardization. Her members are national authorities and experts from the countries of all regions of the world, large and small, industrial and developing.

ISO develops standards and the managements which increase the value of the organizations of all types and promote more free and impartial trade between the countries. The ISO standards, usually help also advance of interests of consumers and users.

ISO/TK 176 Quality management and ensuring quality

ISO/TK 176 - the ISO technical committee responsible for development and maintenance of family of the ISO 9000 standards. Its area - creation of standards, the managements and brochures on questions of the general quality management, including quality systems, ensuring quality, and also the general supporting technologies.

The principle 1 - Orientation to the consumer

The organizations depend on the consumers and therefore have to understand the real and future needs of the consumer, fulfill requirements of the consumer and seek to surpass expectations of the consumer.

Key advantages:

• The increasing profits and shares of the markets received by means of flexible and fast responses to possibilities of the market.

• The increase of loyalty of consumers conducting to repetition of business and good responses.

Application of the principle "orientation to the consumer" is usually shown in the following actions:

• Understanding of requirements and expectations of consumers.

• Ensuring compliance of the purposes and tasks of the organization to requirements and expectations of consumers.

• Distribution of information on requirements and expectations of consumers in the organization.

• Measurement of satisfaction of consumers and results of actions.

• Management by relationship with consumers.

• Ensuring the balanced approach to the consumer and other interested parties.

Principle 2 - Leadership

Leaders establish unity of the purposes and the management in the organization. They create and support Wednesday in which workers can be completely involved in achievement of the objectives of the organization. Key advantages:

• People will understand and will be motivated on the purposes and tasks of the organization.

• Activity is estimated, coordinated and takes root common.

• The example of leaders leads to continuous improvement.

Application of the principle "leadership" is usually shown in the following actions:

• Consideration of requirements of all interested parties, including consumers, owners, the personnel, suppliers, local community and society in general.

• Definition of clear vision of the future of the organization.

• Statement of the priority purposes and tasks.

• Creation and maintenance of the general values and role models on ethical standards at all levels of the organization.

• Establishment of trust and elimination of fears.

• Granting to workers the demanded resources, training and a freedom of action with the demanded responsibility and the reporting.

• Initiation, encouragement and recognition of deposits of workers.

Principle 3 - Involvement of the personnel

The personnel at all levels makes a basis of the organization, and its full involvement allows to use abilities of the personnel on advantage of the organization.

Key advantages:

• The motivated, committed and involved personnel.

• The personnel feels responsibility for own results.

• The personnel seeks to participate and make the contribution to continuous improvement

Application of the principle "involvement of the personnel" is usually shown in the following actions:

• Understanding of importance of own contribution and role in the organization.

• Definition of restrictions on their activity.

• Definition of a role and responsibility in the solution of problems.

• Estimation of own indicators in comparison with the personal purposes and tasks.

• Active search of opportunities of increase of the competence, knowledge and experience.

• Free exchange of knowledge and experience.

Principle 4 - Process approach

The desirable result is reached more effectively when operate appropriate resources and kinds of activity as processes

Key advantages:

• Possibility of decrease in expenses and reduction of time of a cycle due to effective use of resources.

• The improved, coordinated and predicted results.

• Allows to concentrate on opportunities of improvement and priority.

4. Application of the principle "Process approach" is usually shown in the following actions:

• Application of the structured methods for definition of the key kinds of activity necessary for receiving desirable result.

• Establishment of clear responsibility and the reporting for the management of key kinds of activity.

• Understanding and measurement of opportunities of key kinds of activity

• Definition of internal and external interrelations between functions of the organization.

• Concentration of the management on such factors as resources, methods and materials which improve key kinds of activity of the organization.

• Estimation of risks, consequences and influences for consumers, suppliers and other interested parties.

Principle 5 • System approach to management

Definition, understanding and management of system of the interconnected processes for improvement of productivity and efficiency of the organization.

Key advantages:

• Identification of processes which in the best way lead to achievement of desirable results.

• Opportunity to focus efforts on the corresponding processes.

• Creation of trust of the main interested parties to productivity and efficiency of the organization.

Application of the principle "system approach" to management is usually shown in the following to actions:

• Structuring system for achievement of the objectives of the organization in the most effective way.

• Understanding of interdependence between processes of system.

• Establishment is more whole also definition of how concrete services in system have to interact.

• Continuous improvement of system by means of measurement and estimation.

Principle 6 • Continuous improvement

Continuous improvement has to become the invariable purpose of the organization.

Key advantages:

• The increased competitive advantage thanks to improvement of opportunities of the organization.

• Flexibility at fast reaction according to opportunities

Application of the principle usually leads "continuous improvement" to the following actions:

• Use of the coordinated approach to continuous improvement in all organization.

• Providing training to workers of opportunity to methods and means of continuous improvement.

• Transformation of the principle of continuous improvement of production, processes and systems into the purpose for each employee of the organization.

• Establishment is more whole on management and measurement of the course of continuous improvement.

• Recognition and confirmation of improvements.

The principle 7 • Approach to decision-making on the basis of the facts

Effective decisions are based on the analysis of data and information.

Key advantages:

• The decisions based on information.

• Possibility of demonstration of productivity of last decisions on the basis of history.

• Ability to analyze, choose and change opinions and decisions.

Application of the principle "approach to decision-making on the basis of the facts" is usually shown in the following actions:

• Providing by means of the analysis of sufficient accuracy and reliability of data and information.

• Availability of data to those to whom it is required.

• Decision-making and coordinated actions on the basis of the analysis of the facts confirmed with experience and intuition.

The principle 8 • Mutually beneficial relations with suppliers

The organization and suppliers are interdependent and their mutually advantageous relationship increases their ability to create values

Key advantages:

• The increased opportunity to create values for both parties.

• Flexibility and speed of the coordinated joint responses to changes of the market.

• Optimization of expenses and resources.

Application of the principle "mutually beneficial relations with suppliers" is usually shown in the following actions:

• Identification and choice of key suppliers.

• Establishment of the relationship counterbalancing short-term benefits with long-term reasons.

• Association of knowledge and resources of the main partners.

• Establishment of clear and open contacts.

• Development of joint actions for improvement.

• Inspirirovaniye, encouragement and recognition of improvements and achievements.

Control questions:

1. Prove need of introduction of systems of quality management

2. In what difference of the ISO standards of 9000 versions of 1994 and 2000

3. Structure of the ISO standards of 9000 versions of 2000. Basic provisions of each standard

4. What ISO committee is engaged in development of standards in the field of control systems

5. Principles of QMS

6. What key advantages from application of the principle "Orientation to the consumer"

7. As you understand the principle "Leadership of the head". Explain on an example.

8. What actions are accepted at application of the principle "Involvement of the personnel"

9. On an example explain the principles "Process and system approach" during the developing, introduction and functioning at the QMS enterprise

Literature:

1. Международные стандарты ИСО серии 9000 и статистические методы (новая версия и процессный подход) // Сборник материалов 13-ой международной конференции. - СМЦ "Приоритет", Нижний Новгород. - 2001, 22-24 мая.

2. Мазур И.И., Шапиро В.Д. Управление качеством: учебное пособие. - М.: Высшая школа, 2003. - С. 75-77.

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

4. Аристов О.В. Управление качеством: Учеб. пособие для вузов.- М., 2007

5. Бузов Б.А. Управление качеством продукции: Технический регламент, стандартизация и сертификация: Учеб. пособие для вузов.- М., 2007

6. Басовский,Л.Е. Управление качеством[Текст]: учебник для студ.вузов,обучающихся по эконом.спец.рекомендован Мин-вом общего и проф.образ.РФ / Басовский,Л.Е. - М. : ИНРФА-М, 2004. - 212 с. - (Сер."Высшее образование")

Lecture 5

Theme: Operations procedure during the developing, introduction, QMS functioning. Standard algorithm of actions. Aspects and quality management functions. Structural and functional schemes of quality management. Models of ensuring quality. Quality control.

Lecture plan:

1. Appointment of the Representative of the guide to QMS and development the Program of introduction of QMS at the enterprise

2. Stages of standard algorithm of introduction of QMS

1.After adoption by the first director of the strategic decision on introduction of quality management system since August works on introduction of QMS begin.

2. Goes for training for obtaining the official status of the expert - the auditor of QMS the specialist of the enterprise i.e. the certified specialist in certification of quality systems is necessary.

3. The representative of the guide to QMS is appointed - Representative of the guide to QMS

According to the item ST RK ISO 9001 QMS of the Requirement. the order it is appointed from structure of the top management - the representative of the guide to QMS who irrespective of the functions on primary activity provides the management and control of works on development, introduction, improvement and effective functioning of QMS of the organization. The representative of the guide to QMS on the basis of reports of the internal checks responsible for quality of structural divisions, auditors plans and directs works on improvement of quality management system of the organization.

The Program of introduction of QMS at the enterprise is developed and approved. This program includes usually 5 stages and contains: the list and the name of the developed documents QMS, executives for work, heads of the processes responsible for quality in divisions, training of the personnel in the IS ISO 9001 standards, terms of performance of work, an order of coordination and the approval of documents QMS, introduction QMS and an assessment of its functioning, an order and terms of carrying out internal audits, preparation of QMS for certification at the international level.

Constantly operating working groups for conducting works on QMS in structural divisions and on control of introduction of QMS with distribution of powers and responsibility are created.

According to this Program all works on introduction of QMS are carried out.

2 Standard algorithm of introduction of QMS includes the following stages:

1. The order on the beginning of introduction of QMS at the enterprise is issued.

2. The Policy of the enterprise in the field of quality is developed.

3. Fundamental standards of the enterprise in the field of quality are developed.

4. The Quality manual of the enterprise is developed.

5. Internal audits of the developed QMS are booked.

6. On the basis of the revealed discrepancies according to the quality system the correcting events are held.

7. On the basis of the held correcting events changes are made to normative documents of the quality system.

8. Introduction of system of management is carried out.

9. Certification of the quality system by external body for certification is carried out.

1. At introduction of QMS all developed documentation is approved by the order on the enterprise. Begins the first stage of introduction of QMS with development and the adoption of the order on work on QMS. The form of the order and its registration is carried out according to the established rules at the enterprise. The documentary procedure regulating all stages of registration, coordination and the approval of the documents relating to organizational administrative documentation (orders, service records, statements, etc.) is developed for management of management process organizationally - administrative documentation at the enterprise

2. The top management of the organization has to provide definition, documentary registration and adoption of policy in the field of quality, including tasks of quality and the obligations for quality. When developing policy in the field of quality the top management has to consider:

- possibilities of future improvement necessary for success of the organization;

- the planned level of satisfaction of the consumer;

- possibilities of professional growth of the personnel of the organization;

- inquiries and expectations of all interested parties (consumers, staff of the organization, society, shareholders, investors)

- necessary resources;

- contribution of suppliers and partners.

Effectively formulated and reported policy in the field of quality has to:

- to be the organization coordinated with the forecast of the future;

- to be under construction so that the purposes in area of quality were clear in all organization;

- to show commitment of the top management to the obligation in quality and security with adequate resources for its achievement;

- to be focused on continuous improvement and on satisfaction of consumers.

The stable ensuring quality of production, or services satisfying consumers has to be the main direction of policy of the organization in the field of quality.

Intentions of the management of the organization to provide satisfaction of requirements of all interested parties which treat, except consumers, the staff of the organization, suppliers of materials and components, investors, shareholders, etc. have to be reflected in policy in the field of quality.

It is necessary to reflect commitment of the management to provide activity of the organization so that production, or performance of services, and also products did not cause damage to environment.

Increase of competitiveness of production (services) and export opportunities of the organization, gain of new sales markets can be one of the directions of the accepted policy in the field of quality.

The solution of social problems of staff of the enterprise and society due to release of competitive production (services) and minimization of risks and losses owing to production of inadequate quality can be reflected in policy in the field of quality.

Examples of separate provisions from policy on quality of the advanced firms:

Rolls Roys firm (Great Britain): "The policy of firm consists in supporting such level of quality and reliability of the products and services which, by recognition of consumers, none of competitors cannot be surpassed".

Heva Mitsubishi Indastris firm (Japan): "Quality above all, any compromises in the field of quality".

3 Development of fundamental standards of the enterprise in the field of quality

Art. 4.1 of ISO 9001:2008 "General requirements" demands from the organization (enterprise) of establishment, documentation, introduction and maintenance of quality management system and continuous increase of its efficiency according to requirements of the international standard". Development of the following documents belongs to fundamental standards of the enterprise (organization):

a) the documentary statement of policy is also more whole than quality;

b) quality manual;

c) the documentary procedures demanded by the international standard;

d) documents necessary for the organization for ensuring efficiency of planning, work and control of its processes;

e) the records demanded by the international standard.

ISO 9001:2008 specifically demands from organization "documentation of procedures" for the following six kinds of activity:

- 4.2.3. Control of documents

- 4.2.4. Control of records

- 8.2.2. Internal audit

- 8.3. Control not of the corresponding production

- 8.5.2. Remedial actions

- The warning actions

These procedures have to be controlled according to requirements

Art. 4.2.3. ISO 900:2008.

Depending on what processes at the enterprise are considered as the main, them also make out in the form of documentary procedures.

4 Development Quality manual of the enterprise (organization)

The quality manual is the generalizing document of quality management system of the enterprise and has to contain the description of policy in the field of quality, basic provisions of QMS, and also data on the enterprise and its activity in the field of quality.

The quality manual is developed to provide:

- effective introduction of quality management system;

- a statement of policy of the enterprise in the field of quality;

- effective management of processes in quality management system;

- standard basis for audit of quality management system;

- stability of functioning of quality management system in the changing conditions;

- preparation of the personnel of the enterprise in the field of ensuring quality;

- demonstration of compliance to QMS of ST RK ISO 9001 by the enterprise in contract conditions.

The quality manual as a rule contains:

- prolog;

- a statement of Policy of the enterprise in the field of quality;

- purposes in area of quality and tasks of the organization;

- characteristic of structure of the enterprise;

- distribution of responsibility and powers, the sections describing the organization of works in quality management system;

- sequence and interaction of processes of quality management system, offer on revision and correction of a quality manual.

Separate requirements of QMS can be excluded if they cannot be applied from - for features of production, requirements of consumers, legislative requirements.

Exceptions are limited to requirements to processes of life cycle of production (the section of 7 ST RK ISO 9001).

Exceptions have to be defined in a quality manual.

Legislative requirements can be applied in all cases even if the area is limited. Requirements of QMS can be strengthened for the purpose of satisfaction of legislative requirements.

5 Carrying out internal audits

After development, introduction and functioning of QMS at the enterprise (organization) are carried out internal inspections (audits) for detection of discrepancy and the analysis of the developed control system.

"Internal audit" is the process purpose:

- planning of internal audits; carrying out objective and independent internal audits of QMS;

- an assessment of compliance to the carried-out activity to requirements of the ST RK ISO 9001:2009 standard, Policy of the enterprise in the field of quality, Quality manuals, other processes and procedures, and also the standard documentation used by the checked organization (division, department, group, the top management);

- an assessment of compliance to the carried-out activity to requirements of the Consumer;

- documentary registration of the conclusion by results of audit;

- use of results of audit for maintenance of procedures and processes of QMS in working order and for improvement of procedures, processes of QMS and Quality management system in general;

- improvement of methods and procedures of carrying out internal audits;

- continuous increase of competence of internal auditors.

Constantly carried out internal checks and works on identification and elimination of discrepancies provide confidence of the consumer as production of the enterprise.

- internal audits (checks) can be planned and unplanned.

- planned audits are booked according to the schedule of carrying out the internal audits made and approved till December 20 of the current year the next year.

- unplanned audits are booked out of the annual schedule of carrying out internal audits according to the indication of the top management and the representative of the management in the following cases:

a) on request of consumers;

b) changes of organizational structure of the organization;

c) modification of QMS;

d) preparation for certification of QMS;

e) possibility of emergence of problems with quality;

- by inquiries of the organization additional internal audits can be booked.

The representative of a quality manual is responsible for carrying out internal checks. Belongs to its duties:

- definition of the checked organization, areas and the purpose of audit;

- development and the statement at the top management of the annual schedule of carrying out internal audits;

- development and the statement at the top management of the schedule of unplanned internal audits;

- organization of planning and carrying out internal audits;

- operating control and assessment of results of internal audits;

- control of timely registration of reports on audit;

- control of works on development and performance of the correcting and/or precautionary measures for elimination of the discrepancies revealed during audit;

- control of registration and storage of documents on internal audits;

- methodical help to auditors;

- organization of discussions of results of audits;

- permission of the possible conflict situations arising during internal audits;

- preparation of data on results of audits for the analysis from the top management and for process of continuous improvement.

The service of quality of the enterprise annually forms structure of the experts capable to carry out internal quality checks. The structure of these experts is approved by the order on the enterprise and made out in a matrix of distribution of responsibility

6 On the basis of the revealed discrepancies according to the quality system the correcting events are held

The process purpose the correcting actions is detection of discrepancies, planning, performance and an assessment of the correcting measures on the basis of the approved normative documents with observance and implementation of requirements of the Consumer and the ST RK ISO 9001:2009 standard

The correcting actions are an obligatory component of an administrative cycle of all processes of QMS of the enterprise (organization) and are undertaken for the purpose of elimination of the reasons of discrepancies for the prevention of their repeated emergence

Stages of procedure of the correcting actions are:

- detection of discrepancies and their registration;

- analysis (research);

- elimination of discrepancies

Stages of procedure of the correcting actions are:

- detection of discrepancies and their registration;

- analysis (research);

- elimination of discrepancies

- an assessment of need of development of the correcting actions;

- development of measures for an exception of the reasons;

- implementation of measures;

- an assessment of efficiency of the taken correcting actions.

Procedures of the correcting actions can be initiated:

- at the level of a workplace - the contractor;

- at the level of process - owners of processes;

- at the level of QMS - the officials responsible for the QMS procedures for implementation of requirements of ST RK ISO 9001:2009, the Representative of the management, the top management.

Problems which cannot be eliminated at the level are transferred for the decision to higher level. Account of discrepancies is kept by owners of processes in whom they are shown also responsible for the QMS procedures for implementation of requirements of ST RK ISO 9001:2009.

The service of quality conducts the general database of the problems and discrepancies which are in study and traces all cycle of the works provided by the present standard from the moment of registration of discrepancy before completion of realization of the correcting actions and recognition by their productive

7 On the basis of the held correcting events changes are made to normative documents of the quality system

8 Introduction of system of management Is carried out

9 Certification of the quality system by external body for certification Is carried out

Control questions:

1 The representative of a quality manual - function, power and the requirement

2 Standard algorithm of introduction of QMS at the enterprise (organization)

3 Requirements imposed to development of Policy in the field of quality

4 training of the personnel is for what purpose provided

5 What documents of the enterprise in the field of quality belong to fundamental standards

6 Purpose of the Quality manual

7 Call six compulsory documentary procedures demanded by the ISO 9000 standard

8 Structure of documentary procedure

9 Structure of the Quality manual

10 Give definition to concepts internal audit, the correcting actions

11 Stages of carrying out internal audit

12 According to what standard certification of the developed QMS is carried out

Literature

1 СТ РК ИСО/ТО 10013-2008. Система менеджмента качества. Руководящие указания по документированию, Астана, 2008 год;

2 Методические рекомендации по разделу 5 «Ответственность руководства» СТ РК ИСО 9001-2009 «Система менеджмента качества. Требования», Астана, 2002;

3 Методические рекомендации по разделу 6 «Менеджмент ресурсов» СТ РК ИСО 9001-2009 «Система менеджмента качества. Требования», Астана, 2002;

4 Руководство по пункту 1.2 «Применение» ИСО 9001:2000, Астана, 2001;

5 Методические рекомендации по применению принципов менеджмента качества, Астана, 2002;

6 Руководство по требованиям ИСО 9001:2000 к документации, Астана, 2002;

7 Методические рекомендации по использованию типового алгоритма при внедрении систем качества в соответствии с ИСО серии 9000 на предприятиях Республики Казахстан, Астана, 2001;

8 СТ РК 3.15.1-2006. Сертификация систем менеджмента качества. Основные положения, Астана, 2006;

9 В.И. Логанина, А.А. Федосеев. Системы качества. Учеб. пособие для вузов.- М., 2008.

Lecture 6

Theme: Policy of the organization in the field of quality. Purposes and an organization task when developing policy. Providing the obligation on development and QMS introduction. Policy formulation

Lecture plan:

1 Main objectives of Policy in the field of quality

2 Requirements to Policy in the field of quality

3 Standard examples of Policy in the field of quality

According to ST RK ISO 9001-2009 Requirement of the Politician in the field of quality these are the general intentions and activities of the organization in the field of quality which are officially formulated by the top management.

The policy in the field of quality is the main document QMS of the organization showing the official attitude of the top management of the organization to questions of quality of the made production, the rendered services.

The top management has to provide, that policy in the field of quality:

- answered the purpose of the organization;

- included the obligation to conform to requirements and constantly to improve productivity of quality management system;

- created bases for statement and the analysis of the purposes in quality area;

- it was brought to the attention of the personnel of the organization and it is clear to it;

- it was regularly analyzed on constant suitability.

The documentary policy of quality has to be controlled according to requirements of item 4.2.3 of the ISO 9001-2000 standard. The top management needs to use policy in the field of quality as a control facility the organization for the purpose of improvement of its activity.

It is necessary to achieve that the policy in the field of quality was the equal and coordinated part of the general policy and strategy of the organization.

The policy in the field of quality has to be capable to show that it is based on eight principles of quality management. For example, how the policy allows the organization to be focused on the customers how it allows to involve people.

Approach to formation of policy in the field of quality has to be the following:

- define mission of the organization;

- use 8 principles of quality management for a policy assessment;

- formulate the measured purposes directly from mission of the organization;

- use 8 principles of quality management for check of coherence and completeness of the purposes;

- include each process and, therefore, each function in QMS;

- clear communication between mission, the purposes and processes.

2 When developing policy in the field of quality the top management should consider:

- level and type of future improvements necessary for successful work of the organization;

- the expected and desirable degree of satisfaction of consumers;

- growth of employees of the organization;

- requirements and expectations of other interested parties;

- the resources necessary for an exit for a framework of requirements of the ISO 9001-2000 standard;

- potential contribution of suppliers and partners.

The policy in the field of quality can be used for improvement, if it:

- it will be coordinated with the forecast and strategy of the top management for prospects of the organization;

- allows to understand and carry out the purposes in the field of quality in all organization;

- confirms commitment of the top management to quality and ensuring achievement of the objectives with adequate resources;

- helps to explain the obligation concerning quality in all organization at accurate leadership of the top management;

- includes the continuous improvement connected with satisfaction requirements and expectations of consumers and other interested parties;

- it is effectively formulated and brought skillfully to the attention of everything the personnel.

The policy in the field of quality should be analyzed periodically.

In view of the fact that the Policy explanation in the field of quality and acquaintance with it, is the obligatory requirement of the standard, each employee of the enterprise has to confirm acquaintance fact, it is desirable in writing (the minutes of chair, meeting, etc.).

3 Standard examples of Policy in the field of quality of some enterprises it is given below.

Example 1: "Our policy is production, completely satisfying to expectations of our consumers. That to execute it, we recognize that each worker is responsible for quality, and each worker has to participate in improvement of quality and productivity of release of goods and services".

Example 2: "Our enterprise specializes on design, production and installation of equipment, delivered generally on the markets of high technologies.

The enterprise sees a main goal in representing the equipment and the related services meeting the highest requirements and expectations of consumers.

The enterprise developed for achievement of this purpose and supports in working order the system of ensuring quality conforming to requirements of the ISO 9001 standard. Compliance of results of work of the enterprise to requirements of the contract is confirmed by objective data on quality. Fundamental principle of activity of the enterprise: quality above all.

Example 3: The full text of Policy in the field of quality of JSC PK Yuzhpolimetall:

I CLAIM:

President of JSC Personal

Computer Yuzhpolimetall

F.I.O.

Quot;_____" _____________ 201__.

Policy and purposes in area of quality of LLP «HILL Corporation»

The policy of LLP «HILL Corporation» in the field of quality is an integral part of the general policy of the management and all staff of the enterprise which strategic line consists in continuous improvement of control, increases and supports of quality of all let-out types of production and the rendered services, for the purpose of ensuring competitiveness and expansion of production.

In view of those sections ISO - 9000, belonging to metallurgical industry and which can be applied to LLP «HILL Corporation», intends to strengthen and expand the concept of quality so that as much as possible fully to meet the needs and requirements of clients. This approach admits absolutely necessary for achievement of successful and long-term results.

Thus, LLP «HILL Corporation», as the fundamental purpose, means continuous improvement of quality of the production and services by means of the thought-over involvement in this process of all personnel of the enterprise.

Now we let out production conforming to requirements of state standard specifications, TU and other specifications and technical documentation. Introduction of quality management system, its functioning at our enterprise will create at our consumers (real and potential) big confidence that the delivered production will conform to the established requirements.

Our policy in the field of quality is production completely satisfying to expectations of our consumers. For this purpose it is necessary that each employee of the enterprise was responsible for quality and each worker participated in improvement of quality and productivity when releasing our production.

Fundamental principle of activity of our enterprise: quality above all.

For achievement of this purpose at our enterprise it will be developed, introduced and to function system of ensuring quality on all products, the series 9000 conforming to requirements of the ISO international standards.

Ultimate goal of introduction of QMS at our enterprise is obtaining the international certificate of quality on products and improvement of model of management as the adjusted control system optimized at all levels will allow to bring our enterprise to qualitatively new level with the solution of many problems at once: both quality of production, and quality of work of the personnel that will allow to provide finally competitiveness of our production in the international markets.

Quality of work of the personnel is provided at accurate performance of 8 principles of ISO quality management by them:

1. Orientation to the consumer.

2. Leadership of the head.

3. Involvement of the personnel.

4. Processor approach.

5. System approach to management.

6. Decision-making, factual.

7. Continuous improvement.

8. Mutually advantageous relation with suppliers.

1. Orientation to the consumer - to define and fulfill requirements of the consumer, to focus the personnel on understanding of expectations of consumers and on feedback with the consumer and to work according to it.

2. Leadership of the management - on LLP «HILL Corporation» control on introduction QMS and organizational issues are resolved by the President, the current and technical questions - the chief engineer. The management of the enterprise defines accurate business for the enterprise, forms trust to open and honest communication, establishes difficult, but attainable aims.

3. Involvement of the personnel - participation of each employee of the enterprise with acceptance on itself the obligation and responsibility when working on ensuring quality.

4. Processor approach - to establish and consider all types of the actions made at the enterprise as process with streamlining of sequence of the entrance and output data of process, interrelation of all processes at the enterprise with an assessment of the assigned risks and consequences for consumers.

5. System approach to management - formation and interaction in the enterprise of system from processes of all aspects of its activity with an assessment of financial performance, satisfactions of clients, efficiency of processes and satisfaction of own workers.

6. Continuous improvement - systematic carrying out the analysis of productivity of quality management system by means of use of policy and the purposes in area of quality, results of the audits correcting and the warning actions for prevention and elimination of the discrepancies influencing quality of products.

7. Decision-making, factual - use only the checked analysis methods, action and decision-making on the basis of the analysis, experience.

8. The mutually advantageous relation with suppliers - satisfaction of all requirements and needs of the supplier for our mutually beneficial cooperation