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15THE PROCESS APPROACH TO QUALITY MANAGEMENT AT INDUSTRIAL ENTERPRISES
Abstract
Relevance of the researched problem is caused by need of application of new approaches to management of business processes including to quality management. The purpose of article consists in a research of a possibility of application of the process approach to quality management. The leading approaches to a research of this problem are situational and process. In article importance of the process approach to quality management is proved. Levels of management and processes are revealed and proved. The model of the process approach to quality management is provided. Materials of article can be useful students of a bachelor degree, studying in the Management and Quality management directions, graduate students, teachers, experts experts when carrying out scientific researches.
Keywords
quality, quality management, business processes, process approach to management
AUTHOR
Ekaterina S. Grigoryan
PhD, Associate Professor, Department Economy and Management Penza State Technological University.
1a, pr. Baidukova / ul. Gagarina, Penza, 440039 Russia.
E-mail: ek_grigoryan@mail.ru
Formulation of the Problem
For successful operation and development, industrial enterprises must identify and manage a variety of interrelated activ'ties. At the same time, any activity that uses resources and is managed to convert inputs to outputs can be wewed as a process. Often the output of one process forms the input of the next directly. The application of the system of processes in the organization along with their identification and interaction, as well as their management of processes, can be considered a "process approach".
Process approach to management, allows to achieve constant improvement of the production process, as well as more efficient use of the existing personnel, material, technical, information and financial potential of the enterprise.
The need to implement the process approach is dictated by the international standards of the quality management system of the ISO 9001: 2000 family and universal quality management (TQM). Thus, the developers of this system of international quality standards emphasize that "this standard advocates the application of the principle of the" process approach "in the development, implementation and improvement of the effectiveness of the quality management system in order to improve customer satisfaction by meeting their requirements" (Pirozhkov, 2009).
In addition, as practice shows, the implementation of ISO standards is a complex, time-consuming and time-consuming process. The success of this work largely depends on how correctly understood and implemented in practice the principles, methodological and organizational approaches of the standards. And, of course, it should be noted that
reengineering of business processes must take into account the specifics and distinctive features of organizations, as well as Russian business conditions.
At present, developments are being made in the field of methodology and technology of quality management in industry, and the object of application of the results obtained are advanced industrial enterprises.
The most important resource of any economic entity is a person. Human potential, namely its intellectual level, represents the main component of the social and economic development of any state.
The quality of the enterprise's activity determines their competitiveness. For the actual recognition of the products of the enterprise abroad it is necessary that the products of the enterprise comply with the international standards ISO 9000: 2000, i.e. Methodological basis for the implementation of an effective quality management system should be the requirements of ISO 9000: 2000.
The basis for the application of these standards is the process approach to quality management of industrial enterprises.
The inadequacy of scientifically based methodological and practical developments in the field of process quality management in industry, the small number of studies conducted on the subject matter in question, determined the relevance and practical importance of this article.
Methods of Research
In order to study the process-oriented approach to quality management, the system, situational, process, scenario approaches are used; General scientific methods of inductive logic, deduction, dialectics, economic-statistical and sociological methods, analysis and synthesis, modeling, bibliographic analysis of literature and materials on the Internet.
Discussion. The process approach is based on the category «process». For ex ample, A.G. Krie under the process considers any operational or administrative system that converts resources into desired results (The edge of AG, 2014).
The international quality standards of the ISO 9001: 2008 series define the process as an activity that uses resources and is managed to convert inputs to outputs (GOST R ISO 9001-2008, 2008). In this case, the output of one process often forms the input of the next, and the processes themselves are numerous and interrelated.
The essence of the process approach is summarized in a brief form by A.G. Porginev, Z. Rumyantseva, and N.A. Salomatin: "The operational approach to management is a management based on the organization's representation in the form of a productive process that, in its The queue is divided into a chain of consecutive operations" (Management of the organization, 1999).
The essence of the process approach is defined by the ISO 9001: 2000 International Standards as an application within the organization of a process system (together with the identification and interaction of these processes, as well as their management). In this process, according to AM Novikov, should be regarded as a set of technological operations that carry out regular, recurring, cyclical activities for the production of the same product (Novikov, 2007).
The category «business process» deserves special attention. So, in the understanding of F. Nordsik, the business process is a special process that serves the implementation of the main goals of the organization (business goals) and describes the central scope of its activities (Nordsieck, 1961).
The concept proposed by M. Hammer, the author of the concept of business process reengineering, sounds like this: a business process is an organized set of interrelated actions that together give a valuable result to the customer (Hammer, 1990).
In the scientific literature, the following definitions of the business process are also presented:
- A business process is one, several or many nested processes (internal activity steps) that end with the creation of a product, a service that the consumer needs (Oigman, Popov, 2009);
- the business process is a continuous series of tasks, the solution of which is carried out with the goal of creating an output (result) (Khrapylina, 2010);
- The business process is a model of the transformation of entities of the "input-output" type, understood as work on the implementation of prescribed functions (Kondratiev, 2007).
Process approach to quality management originates in the works of W. Schuhart, who in 1931. Published a report on the use of control cards and the book «Economic management of industrial products quality», and in 1939. - the book «Statistical method from the point of view of quality control». In these works the author generalized approaches to control the quality of production processes and to ensure, on this basis, the quality of the products manufactured. It is believed that W. Schuhart also proposed a process approach not only to quality control, but also to the organization of production links.
The quality problem is absolutely relevant for all types of products and services. Quality assurance has always been and remains one of the most challenging tasks to be faced in the production of products and the provision of services. An effective means of successfully accomplishing this task is the implementation of the provisions of the international standards ISO series 9000. ISO standards concentrate the world experience in ensuring the quality of products.
In the literature, questions related to the application of the process approach to quality management in industrial enterprises are reflected in the works of foreign authors: K.Geyn, F.Guiyar, T.Devvenport, J.Kelly, M.Robson, T. Sarson, F. Ullah, H. Van Hamvagen, R. Hammer, D. Harrington, J, Champi, A. Scheer, J. Sheldrake, C. Essling, and Russian scientists and practitioners: N.M. Abdikeyeva, A.M. Adzhinsky, T.P.Danko, V.A.Ivlev, S.V.Ildmenov, G.N.Kalyanov, D.A.Kiselev, V.G.Medynsky, E.G.Oikhman, E.V.Popova, T.V. Popova, Yu.F. Telnova, and A.V. Tyutyunnik (Melnikov, 2009).
In domestic science, the study of business processes is caused by the need to form a new system of economic relations associated with the transition to the market, which is reflected in the works of Yu.P. Adler, O.V. Bucha, I.O. Volkova, A.I. Gromova, T.P. Danko, S.N. Ivanova, T.V.Ivanova, S.D.Ilenkova, M.S.Kamennova, A.K.Koptelova, O.V.Kuzmina, E.L.Loginova, A.G.Massel, K.S. Melnikova, B.Z. Milner, E.G. Oikhman, V.V. Repina, S.Yu. Svetlitsky, E.V. Titova, A.A. Kharchenko, S.I. Tsymbal and others (Uskov, 2012).
Proceedings as world classics of quality management, such as: E.Deming, J.Juran, K.Isikawa, F.Crosby, G.Taguti, A.Feigenbaum, W.Shuhart, and Russian scientists: V.N. Azarova, B. V.Bojcova, V.A. Vasilieva, E.A.Gorbashko, O.Y. Gordashnikova, SDIlenkova, A.V. Kvitko, V.A. Lapidus, V.Mishin, A.N. .Rekshinsky, T.A Salimova, VA Shvandar, Y.V. Shlenov, ANShmelevoy, etc., devoted to various aspects of quality management (Pirozhkov, 2009).
The noted scientists and specialists made a significant contribution to the development of various theoretical and applied aspects of decision support for enterprise management based on the process approach.
Thus, agreeing with the opinion of Yu.P. Adler, SE Shchepetova, processes are logically ordered stages (steps, operations) that transform inputs into outputs. In a sense,
this understanding of processes is close to the notion of algorithms. Process approach is convenient, first of all, because it opens wide opportunities for visualization, and hence for employee involvement (Adler, Schepetova, 2002).
In the context of process management, an industrial enterprise is represented in the form of a production system containing business processes in which, during the management cycle (planning, organization, management and control), the organization's resources are transformed into a certain output result at the output, set by the set goals (Figure 1 ). For these enterprises, they can be defined as:
1) ensuring the quality of the goods provided by the standards;
2) achievement of key performance indicators of an industrial enterprise.
FIGURE 1. SYSTEM OF PROCESS QUALITY MANAGEMENT IN INDUSTRIAL ENTERPRISES
Figure 1 shows a process-based quality management system described in the ISO 9000 family of standards.
The process description contains the following structural elements: process goal; Responsible for the process; Participants in the process; On the process, the input; resources; Process users, output; Process algorithm; Control actions (process documentation); Monitoring, process measurement; Evaluation of the effectiveness of the process; Corrective and preventive actions; Directions of improvement; Interaction with other processes; The procedure for making changes in the process (Smagina, 2006).
Policies and quality objectives are set to serve as a benchmark for the enterprise. They determine the desired results and help the organization use the resources to achieve these results. The quality policy provides the basis for the development and analysis of quality objectives. Quality objectives need to be harmonized with quality policy and commitment to continuous improvement, and the results must be measurable. Achieving quality objectives can have a positive impact on product quality, performance and financial performance, and hence on the satisfaction and confidence of stakeholders.
Results. The process approach assumes consideration of processes from the point of view of added value of production, constant improvement of processes on the basis of objective measurements. The main modern trend in the development of business processes in an industrial enterprise is the transition from a functional to a process model (figure 2).
FIGURE 2. TRANSITION FROM A FUNCTIONAL TO A PROCESS MODEL OF BUSINESS PROCESSES
In the methodological plan, it is of fundamental importance for MS ISO 9000-2000 to apply a "process approach" in the development, implementation and improvement of the effectiveness of the quality management system in order to increase customer satisfaction by meeting their requirements. All activities performed by the organization are considered as a set of interrelated processes. The organization must manage these processes. The application of a system of processes along with their identification and interaction, as well as process management, can be considered a "process approach".
Currently, industrial enterprises are considered not as a set of departments and services, but as a set of business processes (figure 3).
FIGURE 3. BUSINESS PROCESSES OF THE ENTERPRISE
Without entering into a discussion, a business process is understood as the aggregate of various types of enterprise activ'ties, which together create a result (product, service) that has value for the consumer, customer or customer. As a client, there can be another business process.
A business process is a chain of work (operations, functions), the result of which is a product or service. The chain usually includes operations that are performed by structural elements located at different levels of the organizational structure of the enterprise.
The process approach requires the separation and classification of the business processes of the enterprise. As a rule, the basis for the classification of business processes are four basic categories:
- basic business processes;
- providing business processes;
- business development processes;
- business management processes.
Thus, the main processes include such areas of activity as R & D, production and marketing of products. The main indicators characterizing the effectiveness of these processes are: the number of new developments per period (year), the number of new products tested, the level of production defects in production, the volume of deliveries compared to the previous period.
Supporting processes include: financial management, risk management, quality management and personnel management. Their assessment is made by calculating the effectiveness of measures aimed at improving the quality of products (estimated as the ratio of the received effect / costs), which include the cost of product quality, the cost of eliminating potential risks associated with the release of new products, the costs of staff development.
In the process of the life of the business system, through the accomplishment of business processes, a certain set of goals is achieved. In the general case, the set of goals has a hierarchical form ("goal tree") and each goal has its own weight and criterion (quantitative or qualitative) attainability.
The management process is an interconnected set of cyclically repetitive actions indirectly realized on the management object through a set of dynamically changing in time and in time management functions that ensure a certain structuredness, internal orderliness and coherence of interaction between the elements of the management system, in order to solve organizational problems and problems.
The process model of the enterprise consists of a variety of business processes, of which structural units and officials of the organizational structure of the enterprise are participants.
On the basis of the process approach, industrial enterprises determine the processes of designing, manufacturing and supplying products or services. With the help of process management, customer satisfaction is achieved.
Any enterprise has an organizational structure, and depending on what problems are being solved at one or another level, it is possible to identify the appropriate levels of management: strategic, tactical and operational. At each of these levels, internal processes take place, the management of which is carried out vertically (Vaschenko, 2014).
I.I. Mazur and V.D. Shapiro note that «examples of production processes are planning, processes related to the consumer, the design and development process, the procurement process, the provision of products or services. Examples of the measurement block processes, analyzes and improvements are the demonstration processes of product conformity, system compliance and continuous improvement. Since processes, especially in large organizations, involve many components, the interaction between processes, as a rule, is complex, as a result of which a network of interrelated processes is formed. The input and output parameters of these processes can be connected with both external and internal consumers» (Mazur, 2005).
Management of business processes of the organization assumes their constant improvement and optimization, therefore the most important tools of process management are approaches and methods for improving business processes. The concept of BPM (business process management) involves the continuous improvement of business processes, therefore, the key tools of process management are approaches and methods for their improvement. In modern process management, two conceptual approaches to improving business processes are singled out:
- a gradual (incremental) approach to improving processes (for Deming) within the existing organizational management structure, requiring little or no capital investment;
- a cardinal approach (according to Hammer and Champi), leading to significant changes in the process and fundamental changes in the organizational structure of management.
Both approaches are based on the common foundation of the process theory and methodology of process management (description of the process boundaries, description of the process itself, establishment of control points in the processes, measurement of the process indicators, analysis of information received and proposals for improvement). They are also united in that they are aimed at revealing duplication of functions, bottlenecks, cost centers, the quality of individual operations, lack of information, the possibility of automation and quality management.
Particular attention should be paid to the process of quality management of the products produced (figure 4).
FIGURE 4. QUALITY MANAGEMENT PROCESS IN THE ENTERPRISE
The process of product quality management is the actions performed while creating, operating or consuming products in order to establish, maintain and maintain the required level of its quality. The main obstacle to realizing the conditions of production reliability is the problems caused by the equipment failure and failure in the operation of the
technical process, affect the defective products, reduce or discontinue production at individual work units, and reduce its quality.
E. Deming, based on the ideas of W. Shuhart, developed a cyclical process of decision making in quality management - PDCA (plan-do-check -act). Planning includes the definition of goals, processes necessary to achieve the goals, resource planning. Implementation implies the implementation of planned activities, documentation of activities and results. Verification - the collection and analysis of information, monitoring the results obtained during the process, the definition and analysis of deviations, the identification of causes of deviations. Correction - the implementation of measures to eliminate the causes of deviations from the planned results.
Currently, the quality management process is quite extensive and includes a number of subprocesses, the main ones of which are:
- monitoring results throughout the process;
- process management;
- management of the registration of quality data;
- planning of activities in the field of quality;
- quality control of products;
- qualification check;
- staff training.
The target setting of the quality management system in accordance with the latest version of ISO 9000 standards is the provision of quality, which is necessary for the consumer, but with minimal costs (Grigoryan, 2016). Leading experts in the field of quality management from more than 60 countries of the world formulated quality principles, which were then used as the basis for ISO 9000: 2000 standards. These principles are similar to the principles of TQM. Therefore, these standards are a view of the quality system from the point of view of the philosophy of TQM (Mazur, 2005).
The ISO 9000: 2000 standards contain requirements that facilitate the disclosure of quality objectives by the levels, functions and processes of the organization, as well as requirements for the measurability of goals and process results. For example, there are requirements for determining the expectations of consumers and their satisfaction; There were requirements concerning resource management, etc. The standards included the concept of continuous improvement, which provides a great dynamics in increasing the efficiency of the system (Salimova, 2008).
The new edition of ISO 9000: 2000 standards is characterized by the basic principles of quality management: beneficial relations with suppliers, accurate information, management approach exclusively systemic, improvement of the quality management system, customer orientation, staff motivation, observability and controllability of processes, process vision.
There is another standard ISO10006, the title of it is «Quality Management. Quality management in project management», the principles of quality management described in the standards of the series ISO 10006: 1997 are: the activées are customer-oriented, the management creates a favorable quality environment, constantly improves the quality management system, the project is a set of interrelated processes, the quality of services is maintained at a high level And products, a systematic approach to quality management.
Conclusion. With the development of the economy, the tightening of competition, the increasing demands of customers for the quality of products, the most urgent for industrial enterprises is the task of effectively implementing the quality management process. To achieve the expected result in the field of quality economics, involving profit and ensuring profitability of production, a perfect system of accounting and management of the costs of the enterprise, and in particular, the cost of quality, will be required.
The world practice of the last decade convincingly confirms that the certification of quality management systems (QMS), their products or services according to international standards of ISO 9000 series has become a universally recognized key to the highest quality of management for enterprises.
In the ISO 9000 series, QMS is presented as a management system for the management and management of an organization, which includes a set of interrelated elements for the development of policies and objectives, and the achievement of these objectives in relation to quality.
The advantage of the process approach to quality management is the continuity of management that it provides at the interface of individual processes within their system, as well as their combination and interaction. When applied within a quality management system, this approach emphasizes the importance of:
- understanding the requirements and compliance with them;
- the need to consider processes in terms of adding value;
- achieving results in process performance and efficiency;
- continuous improvement of processes based on objective measurement (Askarov, 2014).
Thus, the effective functioning of the quality management system (QMS) in industrial enterprises is based on the process approach, which allows you to quickly manage both the main and auxiliary processes in the enterprise.
Recommendations. The materials of the article can be useful to undergraduate students who study in the areas of «Management» and «Quality Management», graduate students, teachers, practitioners.
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