THE QUALITY MANAGEMENT SYSTEM CREATION AND ITS INTRODUCTION

Before the introduction of the quality system, it is necessary to improve all elements of management and production subsystems, as well as raise the culture of production as a whole. The objective of a quality system implementing is to reduce production costs, but not to obtain a certificate.

The quality system implementation is carried out in several stages:

1. Preliminary stage. Quality system development and quality management creating service, position of quality management specialist appointment.

2. The company's quality policy development.

It should be understood that this policy should fully comply with the overall strategy of the company and ensure the development of its competitive advantages. The following sub-stages can be noticed:

  • marketing research of demand for company products or services
  • analysis of the company's capabilities to meet the existing demand
  • allocation of company activity directions priority
  • analysis of competing companies (including potential)
  • evaluation of company advantages and disadvantages (strengths and weaknesses)
  • final competitive advantages selection
  • quality policy development based on data synthesis.

3. Development of quality system documentation.

It is necessary to document all the main procedures. The document management system itself is presented in the pyramid form, the top of which is a quality management guide.

It contains the basic postulates in the quality management field, the organization hierarchy, the name and functional of the units and individual officials.

General methodological documents, a list of measures, procedures and operations for quality assurance, as well as the sequence of their implementation. This level should answer the questions: what? how? when? Directories and specific guides to action form the lowest level of the pyramid.

Guidance (the upper level) is an obligatory document. The certification begins with acquaintance with it. The further certification is not carried out in its absence. Its optimal volume - 50-100 pages of typewritten A4 format text.  In large and very large enterprises, a whole hierarchy of such manuals is often formed: general management, guidelines for specific industries, divisions and even individual production stages and processes.

4. Control, accounting and analysis organization. It is created to control how correctly and in a timely manner, all necessary procedures are carried out. Documents should be developed to control the managers, specialists and officials’ activities. Employees work should be monitored, their actions should be corrected in time, should be formed working colleges to solve complex problems.

5. Control over documents implementation procedures and regulations, compliance with the requirements set forth therein.

ISO standards provide for special control inspections, so-called internal audits, or inspections. Their purpose is to supervise the compliance of the materials used and the work to be performed with the current regulations and contractual terms. Further actions to improve the quality system are determined based on the results of the inspections. For example, basic and typical defects are identified; their causes are clarified and eliminated. It is important to develop a system of indicators and quality measurers, linking it to economic efficiency and indicators of labor and social effects. Thus, the return factor is defined as the ratio of the benefit received or savings from the introduction of a quality system to the costs of its implementation.

6. Development and improvement of the quality system. Particularly the feedback system correction, the internal standards revision, the new documents development, the change of official duties of employees.