IX Международная студенческая научная конференция Студенческий научный форум - 2017

he issues of product quality and its enhancement have always been the center of public attention. The change of emphasis in the evaluation of the product to meet the needs of companies with quantitative indicators for quality, which occurred in almost all industrialized countries, was caused by objective factors (factors).

The first objective precondition for such change was the quantitative requirements for the essential products necessary to society. In the early twentieth century was essential to the rapid growth in the number of products to meet its world consumption, which caused the development of mass production. Consumers to buy everything that is produced. This led simultaneously to the reduction of its quality (compared to individual production). In the second half of the 20th century as market saturation, the growth in production volumes has also led to increased competition. This, in turn, has led to the need to fundamentally improve the quality and change the attitude to best meet the needs of the customers. More important for a buyer of steel, the level of satisfaction of needs (the degree of correspondence fashion, convenience in use, etc.) and his (the buyer's) expense over the entire operating time of the goods purchased. When you saturate the market with goods, ensuring the marketing of products became possible only under the condition of profitability for user replacement of its existing products for a specific purpose at a higher quality. Products in many cases was not intended for new users, for the first time meet this need, and for those who have previously satisfied. In this case, the buyer should be motivated to replace existing models on new (or new product). Under these conditions, the constant improvement of product quality is an indispensable condition of existence and development of production. Moreover, increased due to the acceleration of STP, the speed of market saturation of certain goods dictated, in turn, need to shorten their updates.

The second objective precondition of a change of attitude to quality is clearly manifested in 70—80th years of last century; the world's limited natural resources. The total consumption of raw materials over the past 50 years has doubled every 15 years. The consequence of this rapid growth in the consumption of raw materials was the increase in the cost of technological progress in the mining industries, which has led to an increase in capital intensity. This trend led to the introduction of resource-saving technologies, the development and implementation of technologies for the secondary use of raw materials, reduction of material consumption of structures. In these conditions, the improvement of product quality has become one of the most important areas of a rational attitude to resources.

It is necessary to consider that the increase of product quality plays a dual role in resource conservation:

First, the product itself may be more durable and repair-suitable (that is, to satisfy a particular need for a longer time without replacement).

Secondly, operation of such products becomes more economical. In these reasons that humanity in recent decades focuses on the most efficient use of the extracted (produced) raw materials, and takes efforts to improve product quality, which also saves raw material in the production and operation of products. For example, fuel economy in automobiles have been in the last 15-20 years one of the main directions of improvement of quality. As a result, the fuel consumption of cars in the USA, Japan and Europe during these years has decreased by 30-40 %. Energy consumption is one of the important qualitative characteristics of goods (for example, when comparing different types of household refrigerators). As a result, limited natural resources gave rise to a number of areas to improve the quality of the products.

The third major prerequisite was recognized the changing role of product quality in assessing its competitiveness in domestic and international market. This change of attitude to the quality of products was primarily the result of market saturation and the limited natural resources. In addition, the quality stands in modern practice as an independent factor of competitiveness. Today, the cost of operating certain products depending on its quality, are often more significant factor in its competitiveness than the cost of acquisition. Therefore, in modern conditions improvement of the quality of products and the organization of after-sales services are among the most important factors in the choice of preference by the buyer. The emphasis on quality in meeting the needs of society is a sign of a developed economy. In these circumstances, the improvement of quality and its importance in achieving success in the market is an objective process that becomes the main goal of each enterprise.

The fourth premise of increasing the role of quality is the sharp increase in economic impacts from using low quality products, especially when it comes to products for industrial purposes. This primarily is due to the integrated nature of modern production, when a failure (a manifestation of the defect) of a certain product do unhealthy entire production and technical complex with heavy financial losses. The reason for the increase of the role of quality is also the growing importance of social effects from the use of defective products, when it comes to the safety of people and the environment. The massive use of domestic and industrial technology has led to the revision of the relationship to its environmental impact and safety. The need for security may lead to a revision of the project specific products. The saturation of our lives with technology was the reason for the revision of the relationship to output quality characteristics that reflect its impact on the environment and safety of society as a whole.

Process and quality management function in the enterprise

The term "product quality" is inseparable such a thing as product stewardship, which refers to the activities, undertaken in the creation and operation or consumption of the product in order to establish, ensure and maintain the required level of quality. Quality management does not always mean ensure its perfection because it is focused on the level of quality estimated by the market.

The modern approach to quality management is distinguished by its focus on continuous improvement of processes and results of work in all divisions of the company. Distinctive elements of this approach are the orientation of management on quality control processes and prevent defects (instead of quality control), full responsibility for the quality of the results of work on the direct perpetrators, as well as the active use of the human factor, development of creative potential of workers and employees by their work motivation. An important element of quality control are also detailed research and analysis of emerging issues of quality assurance at all stages of the development, production and exploitation of products according to the principle of the upward flux, that is, from the subsequent operations of this process to the previous one.

As with any management, product quality control is a process carried out in stages, including:

a) development of plan to improve quality, including development of new quality requirements for products and activities to ensure the creation of new products with the desired (designed) properties;

b) assessment of compliance of properties of manufactured products to the requirements provided in the plan;

C) take the necessary measures of value creation (quality) of products in cases where failed to ensure compliance;

g) study of operating conditions (or product consumption) with the purpose of determining areas to further enhance product quality.

In world practice, today there are 4-level activities aimed at achieving the quality assured products:

1. Quality management as an activity of an operational nature for the fulfillment of the established requirements for quality.

2. Quality assurance as an activity aimed at achieving confidence that quality requirements will be fulfilled within the enterprise and outside it at the consumer, including in the process of all activities corresponding to the model "loop."

3. General management includes quality management activities quality and its software, and provides for the development and implementation of company policy in the field of quality. Such activities take place through the op

4. Total quality management implies a long-term strategy for the overall administration and management of an enterprise aimed at providing quality and effective activities of the enterprises involving in this process all stakeholders — employees of the company and its partners, consumers and society as a whole.

Analysis of the characteristics of activities at selected levels, it is possible to draw the following conclusions. The first three levels are applicable to the enterprise as a whole and its units, total quality management (fourth level) — only to the enterprise as a whole. The levels of activities, starting with quality assurance affect the management and belong to the field of management. Thus, quality assurance becomes one of the basic elements of management, making it efficient.

The quality management process includes the main activities in the field of quality and is carried out by implementing management functions. The composition of the functions included: planning, organization, motivation and control product quality assurance, production (technological) processes and operation of the enterprise as a whole. These functions are closely linked, and their subsequent implementation within the framework of the main activities of the enterprise quality covers all stages of research, development, production and operation of products.

Returning to the activities of the company in the area of quality should consider their specific features, meaning that this activity is integrated and, in fact, can be considered as the basic functional elements (subsystems) of quality management.

Quality planning identifies the goals and quality requirements as well as reasonable choice of a particular model of quality system at the enterprise. Planning includes: identification and evaluation of quality requirements of buyers (including projected), formulating objectives and regulatory requirements to the required quality of products and processes and develop quality program of specific measures for its improvement and implementation (improvement) of the specific model of the quality system in the enterprise.

Quality management covers all activities and techniques of operational nature, aimed at fulfilling the quality requirements and implementation plans for its improvement. Quality management involves quality control (for compliance with standards and established quality indicators), identifying deviations and development of measures on their elimination and repeated misunderstanding of deviations and defects, as well as the organization and supervision of their implementation.

Quality assurance covers and includes all planned and systematically carried out activities in the framework of the quality system in the company, which are held to create and confirm sufficient confidence within the enterprise and in the external environment that the manufactured products or services, as well as industrial and other technological processes meet all the established requirements to quality. The main purpose of the quality assurance procedures lies in timely prevention of possible deviations and defects from the established requirements

Quality imp rovement is the activity of the enterprise, including all types of concrete actions (events) that directly impact or contribute to improving its efficiency and effectiveness, with the aim of obtaining benefits for him and buyers. This activity aimed to achieve constant and continuous improvement of product quality and the performance of the company to produce results, better than achieved that will ultimately benefit consumers, company and its employees as well as society as a whole.

References

1. International standard ISO 9000 "quality System. Basic principles", M., 2008.

2. The international standard ISO 9001 "quality System. Model for quality assurance in design, development, production, installation and servicing".

3. International standard ISO 9003 "quality System. Model for quality assurance in final inspection and test".

4. International standard ISO 9004 "Total quality management and quality system elements".

5. Averin M. V. Mandatory certification in Russia for two years. What has changed? // Certification. - 2006.-

6. About Aristov.In. The management of quality. Proc. the manual for high schools. M., INFRA-M, 2006,..

7. Varakuta, S. A. Product quality Control: a Training manual. – M.: INFRA – M, 2006

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