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1. General Provisions
1.1. The quality control department, being an independent structural unit of the enterprise, is created and liquidated by the order of [name of the position of the head of the enterprise].
1.2. The department reports directly to the technical director of the enterprise.
1.3. The quality control department is headed by a chief appointed to the position by order of [name of the position of the head of the enterprise] on the proposal of the technical director.
1.4. The head of the quality control department has [enter the required] deputy (s), his (their) duties are determined by the head of the quality control department.
1.5. The deputy (s) and other employees of the department are appointed and dismissed by order of the [name of the position of the head of the enterprise] on the proposal of the head of the quality control department.
1.6. In its activities, the department is guided by:
The charter of the enterprise;
By this regulation;
The legislation of the Russian Federation;
1.7. [Enter what you want].
2. Structure
2.1. The structure and staffing of the department is approved by the [name of the position of the head of the enterprise], based on the specific conditions and characteristics of the enterprise, as advised by the technical director and the head of the department, as well as in agreement with the [personnel department, organization and remuneration department].
2.2. The quality control department may include structural divisions (bureaus, groups, laboratories, etc.).
For example: the technical office of the JCC (sector, group); bureau (sector, group) of quality control in workshops (BPC); external acceptance control laboratory; central measuring laboratory; chemical analysis laboratory.
2.3. The regulations on the divisions of the department (bureaus, sectors, groups, laboratories, etc.) are approved by [the name of the position of the head of the enterprise], and the division of responsibilities between the employees of the divisions is carried out by the head of the department.
2.4. [Enter what you want].
3. Tasks
The quality control department performs the following tasks:
3.1. Ensuring the production of high-quality and competitive products by the enterprise.
3.2. Prevention of the release by the enterprise of products that do not meet the requirements of standards and technical conditions, approved samples (standards), design documentation.
3.3. Compliance with the terms of delivery, completeness of products under contracts.
3.4. Strengthening production discipline, increasing the responsibility of all production links for the quality of products.
3.5. [Enter what you want].
4. Functions
To accomplish these tasks, the quality control department is assigned the following functions:
4.1. Verification of material resources arriving at the enterprise (raw materials, materials, semi-finished products, components) and preparation of conclusions on the compliance of their quality with standards and technical conditions.
4.2. Drawing up acts of acceptance control for the quality of material resources.
4.3. Operational control at all stages of the production process.
4.4. Determination of the range of measured parameters and optimal standards of measurement accuracy.
4.5. Conducting selective inspection control over the quality of individual technological operations (including transportation), technological equipment and tools.
4.6. Control for:
Quality, completeness, packaging, preservation of products;
Compliance of manufactured products with standards, technical conditions, approved samples (standards), design documentation;
The presence of the enterprise's trademark on the finished product;
Correct storage in the divisions of the enterprise and in warehouses of material resources and finished products;
- [write in what you want].
4.7. Assessment of the grade of products manufactured by the enterprise.
4.8. Branding of accepted and rejected products.
4.9. Registration in the prescribed manner of documentation for accepted and rejected products.
4.10. Revealing the reasons for non-compliance of products with the requirements of normative and technical documentation, determining the possibility of correcting defects and eliminating defects, taking measures to eliminate them.
4.11. Ensuring the withdrawal of products from circulation if it is impossible (inexpedient) to eliminate defects and defects.
4.12. Re-checks, downgrading of products.
4.13. Analysis and technical accounting of product defects.
4.14. Organization of two-way exchange of information with consumers about the quality of goods.
4.15. Registration of the results of control operations, keeping records of indicators of product quality, defects and their reasons, drawing up periodic reports on product quality.
4.16. Registration of documents certifying the quality of products.
4.17. Systematic monitoring of the state of the control and measuring instruments of the enterprise.
4.18. Timely implementation of activities related to the introduction of new regulations and standards.
4.19. Participation in testing new product samples, development of technical documentation for these products. Preparation of products for attestation and certification.
4.20. Participation in the development of sections on quality and completeness in contracts for the supply of products.
4.22. Development and submission of proposals to the management of the enterprise for improving the quality of products, as well as for increasing the requirements for the quality of the material resources consumed by the enterprise (raw materials, materials, semi-finished products, components).
4.23. [Enter what you want].
5. Rights
The quality control department has the right to:
5.1. Stop acceptance and shipment of products in the event of:
Non-compliance of its quality with standards, technical documentation, approved standards, samples;
Inconsistency of its completeness, established by the normative and technical documentation;
Lack of mandatory established technical documentation;
- [write in what you want].
The head of the quality control department informs the technical director of the termination of acceptance (shipment) in writing.
The order of the head of the quality control department on the refusal to pass products can be canceled only on the basis of a written order from [name of the position of the head of the enterprise].
5.2. If a non-compliance of products with standards is revealed at certain stages of production, make proposals to the management of the enterprise to suspend the manufacturing process in the relevant structural divisions of the enterprise, and reject the product itself.
5.3. Require the heads of all structural divisions:
Carrying out activities aimed at improving the quality of products;
Providing the information necessary for the implementation of the work of the department;
- [write in what you want].
5.4. In the event of a disagreement on the quality of products, make the final decision on the acceptance or rejection of products.
5.5. When resolving disputes about the quality of products in court, issue an expert opinion.
5.6. The head of the quality control department is also entitled to represent:
Proposals on incentives for distinguished employees, on bringing to disciplinary responsibility employees who violate labor and production discipline;
Conclusions on the facts of damage to values (when drawing up documents for writing off the shortages of values and damage in excess of the norms of natural loss);
- [enter what you want];
- [write in what you want].
6. Relationships (service connections) **
To perform the functions and exercise the rights provided for by this regulation, the environmental protection department interacts:
6.1. With the standardization department on the following issues:
Receipt:
Standards;
Instructions;
Technical conditions;
Other technical documentation for determining product quality;
- [write in what you want].
Provisions:
Suggestions and comments on the provided documentation;
Information about violation of standards and technical conditions;
- [write in what you want].
6.2. With the department of the chief technologist on the following issues:
Receipt:
Conclusions on the compliance of material resources (raw materials, materials, semi-finished products, etc.) with standards and technical conditions;
Conclusions on the possibility of using material resources in production;
- [write in what you want].
Provisions:
Material resources (raw materials, materials, semi-finished products, etc.) for the analysis of its compliance with standards and specifications;
- [write in what you want].
6.3. With the department of the chief designer on the following issues:
Receipt:
Technical documentation for testing product samples;
Technological maps with tolerance norms in accordance with standards and specifications;
Descriptions of technological processes with instructions for quality requirements;
- [write in what you want].
Provisions:
Information about the detected technological deficiencies and proposals for their elimination;
Proposals to improve product quality;
Generalized information about the quality of products and the number of rejects;
Test reports and studies of product samples;
- [write in what you want].
6.4. With the department of the chief mechanic on questions:
Receipt:
Equipment inspection and repair plans;
Means of control over the quality of equipment repair;
- [write in what you want].
Provisions:
Suggestions for improving product quality;
- [write in what you want].
6.5. With the department of the chief power engineer on the following issues:
Receipt:
Maintenance schedules for electrical equipment;
Components for electrical equipment;
Assistance in the repair of electrical equipment;
- [write in what you want].
Provisions:
Applications for the repair of electrical equipment;
Applications for components for electrical equipment;
- [write in what you want].
6.6. With the instrumental department for questions:
Receipt:
Measuring tool (including our own production);
- [write in what you want].
Provisions:
Applications for a new instrument;
Writing off a faulty measuring instrument;
- [write in what you want].
6.7. With the production laboratory and its departments on the following issues:
Receipt:
Test reports;
Samples research certificates;
Conclusions on the compliance of material resources, finished products with standards and specifications;
- [write in what you want].
Provisions:
Tasks for testing, research (mechanical, physical or chemical methods);
- [write in what you want].
6.8. With the department of material and technical supply on the following issues:
Receipt:
Suppliers' accompanying documents for material resources entering the enterprise (certificates, declarations of conformity, passports, etc.);
Copies of supply agreements, amendments to them;
- [write in what you want].
Provisions:
Product acceptance certificates for quality and completeness;
Product rejection certificates;
- [write in what you want].
6.9. With the sales department on questions:
Receipt:
Samples of packaging labels;
Data on the return of products by consumers;
- [write in what you want].
Provisions:
Documents confirming the quality of products (declarations, passports, etc.);
Documents accompanying products and subject to transfer to consumers;
Permits for sealing boxes, containers, wagons;
- [write in what you want].
6.10. With the chief accountant on the following issues:
Receipt:
Information on the results of the registration of losses from marriage;
Information about penalties from those guilty of marriage;
- [write in what you want].
Provisions:
Product rejection certificates;
Conclusions on the guilt of employees;
Calculating the costs of eliminating defects;
- [write in what you want].
6.11. With the marketing department on questions:
Receipt:
External acceptance certificates by contractors;
Information about the discrepancy between the declared product quality during the warranty period;
Representations on the placement of products for certain items of the nomenclature for warranty service, as well as on withdrawal from warranty service;
Data of the department (bureau) of after-sales service on the defects of the product, identified in the process of its use or operation;
Samples of products manufactured by competitors to establish the degree of quality;
- [write in what you want].
Provisions:
Information about technological changes in products;
Information about measures to improve the quality of products;
The results of the analysis of the quality of samples of products manufactured by competing enterprises;
- [write in what you want].
6.12. With the legal department on the following issues:
Receipt:
Copies of sections of contracts with suppliers on the quality of products;
Inquiries about the quality of products for claim and claim work;
- [write in what you want].
Answering inquiries from the Legal Department;
- [write in what you want].
6.13. From [name of structural unit] on issues:
Receipt:
- [enter what you want];
- [write in what you want].
Provisions:
- [enter what you want];
- [write in what you want].
7. Responsibility
7.1. The head of the quality control department is responsible for the quality and timeliness of the department's performance of the functions provided for by this regulation.
7.2. The head of the department is personally responsible for:
Compliance with the legislation issued by the department instructions and guidelines on product quality;
Presentation of reliable information about the quality of products;
Providing the management of the enterprise with information on the quality of products;
Timely and high-quality execution of orders of the company's management on product quality;
Avoiding the use of faulty control devices;
Avoiding the use of outdated regulations and standards;
- [write in what you want].
7.3. The responsibility of employees of the quality control department is established by job descriptions.
7.4. [Enter what you want].
Head of structural unit
[initials, surname]
[signature]
[day month Year]
Agreed:
[official with whom the regulation is agreed]
[initials, surname]
[signature]
[day month Year]
Head of the legal department
[initials, surname]
[signature]
[day month Year]
Brandin Vladimir Alexandrovich,
Deputy General Director of the Consulting Center "Quality and Business"
(St. Petersburg)
The company that manufactures products is responsible for their quality. Acceptance control of products is one of the ways to ensure the prevention of unintended use or delivery of nonconforming products required by clause 8.3 of the international standard ISO 9001: 2008. Clause 7.1 of this standard requires the determination of the acceptance criteria for products, and in clause 8.2.4 it is established that the shipment of products to the consumer can be carried out only after confirmation of its compliance with the acceptance criteria. Appropriate records should be kept, including confirming that the release of the product has been authorized by an authorized person. Traditionally, this management function (product control) is assigned to a specialized subdivision - the technical control department (QCD).
Formally, the international standard ISO 9001: 2008 contains an unambiguous answer to the question of the place of the technical control department in the quality management system (QMS).
The task of the Quality Control Department is to confirm the conformity of products to the established requirements.
In many cases, the quality control department performs the function of controlling the purchased raw materials and materials, as if repeating the work of the supplier’s quality control department, as well as controlling the correctness of production operations, ensuring that the requirements of ISO 9001: 2008 for monitoring and measuring processes are met.
Everything is obvious and unambiguous. And on this one could put an end to it, if not for the widespread conflict of interests and the helplessness of the "quality management systems" created by renaming the Quality Control Department. Plus, there is an almost ubiquitous desire to belittle the role of OTK.
At the level of declarations, everything looks quite impressive. For example, in the regulations on the division, you can often find the following wording: "The main task of the Quality Department is to organize permanent production control at all stages of the technological process and eliminate the causes that violate the given technological process and cause the appearance of defects", or even this: "The main task of the Quality Department is preventing the enterprise from releasing products that do not meet the requirements of standards and technical conditions, design and engineering and technological documentation, terms of delivery and contracts, or incomplete products, as well as strengthening production discipline and increasing the responsibility of all production links for the quality of products. " That is, the Quality Control Department ensures the solution of key tasks - everyone can have a rest. But, for some reason, no one is happy, and the employees of the Quality Control Department perceive their work as a continuous struggle with a negligent team, on the side of which, sometimes, part of the enterprise's management is taking sides.
Is the fight an inevitable attribute of management, or is it about the incomplete compliance of the current enterprise management system with the requirements of ISO 9001: 2008? With regard to "fighting for quality", the answer is unambiguous: the quality management system provides guarantees for the release of quality products through the correct organization of processes. If signs of struggle appear, this is evidence of a systemic inconsistency, the causes of which must be identified and eliminated.
For a conflict situation to arise, two conditions are necessary: there must be participants, and their goals must contradict each other (a common special case is a different understanding of one goal). Analysis of real and potential conflicts allows you to find areas for improving the current management system, its consistent approximation to the quality management system.
Let's consider the typical conflict situations in which the technical control department is involved, their main reasons and ways of bringing this part of the general management system in accordance with the requirements of ISO 9001: 2008.
As defined in the international standard ISO: 9000: 2005, a management system differs from any other in that it ensures the development of policies and goals and their achievement. The quality management system, accordingly, is designed to define policies and objectives and how to achieve them in relation to product quality. Quality, in turn, refers to compliance with requirements. To the question: "What are the requirements", the answer is usually given: "The requirements of the consumer".
This answer is not entirely accurate. Rather, the answer is correct, but not complete. ISO 9001: 2008 is applied by organizations seeking to "demonstrate their ability to consistently deliver products that meet customer and applicable statutory and regulatory requirements." But the standard does not require abandoning all other requirements. This incompleteness of the answer often makes it difficult to correctly identify and eliminate the causes of conflict situations.
ISO 9004: 2000 (Quality management systems. Guidelines for improvement) specifies that requirements are raised by “interested parties”. These include: consumers, suppliers, government, owners and personnel. The summarized characteristics of the main requirements of the interested parties are shown in Table 1.
Table 1. Main types of stakeholder requirements
| Interested party | Main types of requirements , to the enterprise and its products | Note |
| Consumers | The presence of certain useful properties in a product (service) | Clarification of these requirements, in most cases, requires the use of special methods. |
| Suppliers | Compliance of raw materials and materials with the supplier's capabilities | The supplier often does not express these "requirements", but simply releases what can |
| State | Product safety | A number of legal documents also contain separate quality requirements; the peculiarities of their accounting will be discussed below. |
| Owners | The profitability of the enterprise | These requirements of the owners, if you treat them constructively, are fully consistent with the interests of the enterprise. |
| Staff | Decent wages and acceptable working conditions | The perception by employees of the degree of fulfillment of these requirements affects their satisfaction and, as a result, their interest in the success of the enterprise. |
Whether or not the mechanisms for fulfilling the requirements are taken into account in the documents of the enterprise's QMS of all interested parties - does not really matter. The enterprise still fulfills them, albeit to varying degrees. Usually the interests of one of the parties dominate and its requirements are fulfilled more consistently. The unevenness of the consideration of the requirements of different interested parties, in itself, does not in any way contradict the requirements for the quality management system. It is only important that it is a decision of the top management, so that the decision is based on analysis of evidence and in line with the goals of the enterprise.
The main actor in the management system is personnel, since management is the management of people. It is the employees of the enterprise that ensures the achievement of goals (fulfillment of the requirements of interested parties), themselves, while being an interested party. The development of the correct policy and goals of the enterprise in the field of quality and, then, the goals of individual processes, consistent with the goals of the enterprise, is one of the most important and rather difficult tasks of the development and implementation of the QMS. In most cases, in the process of creating a QMS, correction of spontaneously established goals is required. Otherwise, the territory for the struggle is provided. That is, there are policies and goals wherever there is management. But when they are independently formed by the heads of individual structural units, based on common sense and convenience for work, contradictions may well arise. In relation to the QMS, this will mean the emergence of different policies and goals in relation to the same stakeholders. Including a different understanding of the priority for the enterprise of individual stakeholders. For example, for the supply service, which must provide the production process with raw materials and materials, the interests of suppliers may well be closer to the interests of consumers.
The challenge for senior management is to ensure that policy and objectives are aligned. This means that the policy should be appropriate for the purpose of the organization (involve all stakeholders important to the organization) and be equally understood by all employees. And the goals must be aligned with the policy. No one, of course, expects that the very first policy options and goals formulated during the development of the QMS will be completely successful. And the policy and goals should be consistently improved based on the analysis of their achievement and analysis of the causes of real and potential inconsistencies. It is only important to provide an opportunity for improvement from the very beginning. There is often a desire to draw a thick line between "before" and "after" QMS. This can lead to the invention of bogus ISO-honored policies and goals. If a fictitious structure is immediately created, separated by clear boundaries from the actual management at the enterprise, it is very difficult to find areas for improvement - all efforts are spent on combating newly arisen (artificially created) problems.
The basis of the quality policy of any enterprise is the fulfillment of customer requirements and the desire to increase his satisfaction. The main goal in the field of quality of any enterprise, accordingly, is the release of products necessary for the consumer. Products are the result of a process. The main distinguishing feature of the process is the transformation of "input" into "output" (in relation to production processes - the transformation of raw materials into products). The result of the transformation depends on the characteristics of the "input" and the operations that take place within the process.
Thus, to obtain products that have certain useful characteristics, production should receive raw materials and materials that certain characteristics and perform certain operations. Or, if we go from the consumer, to obtain products that have certain useful properties, production must perform certain operations with certain raw materials and materials. Wherever the word "certain" (ie predetermined) appears, there is a potential need for monitoring. It is potential insofar as the need to introduce control operations must be justified. The decision to introduce a control operation must be preceded by an analysis of the evidence. But more on that below. Part of the control operations (or all, if the competence of the department's employees allows) can be performed by a specialized service. This service is usually called "OTK".
The task of the supply service is to ensure the fulfillment of certain requirements, the task of production is also to ensure the fulfillment of certain requirements (namely, the provision, not "fulfillment"), the task of the Quality Control Department is to provide objective data on the degree of fulfillment of certain requirements. Requirements, in this case, act as the "lowest" level of goals.
The certainty of the requirements is not limited to the fact that they must be specified in advance (before the start of the process). Requirements must be specific. Requirements must be objective (not depend on the opinions, moods and other psychological characteristics of the participants in the process). The requirements must be the same for all participants in the process, the course or result of which is controlled. And they should be equally understood by all participants in the process. This fact is often overlooked. For example, an employee of the Quality Control Department conducts product control using special measuring instruments (or even better if special laboratory tests are carried out). Can a worker, armed only with his senses, himself, before the "verdict" of the Quality Control Department, determine whether he is letting out?
Thus, the most important cause of conflicts with the participation of OTC is uncertainty of requirements... Eliminating the ambiguity of requirements leads to the prevention of conflicts and, of course, most important of all, to a decrease in the number of inconsistencies. If it is not possible to eliminate the ambiguity (inconsistency) of the requirements, it is necessary to move on to the analysis of higher levels of goals (goals of the relevant departments or even the enterprise as a whole) and eliminate contradictions at this level.
Control of raw materials and materials, control of production operations and control of finished products, in addition to general features, have their own characteristics. Let's consider the control function at each of these stages in more detail.
Incoming control or QMS and suppliers.
International standard ISO 9001: 2008 requires the selection, assessment and reassessment of suppliers; communicate to suppliers the requirements for products and processes of their release; check the purchased products (section 7.4 of the standard).
For example, a decision is made to select suppliers based on the minimum price criterion. The decision was made on the basis of factual data: the Quality Department provided evidence that at the stage of incoming control it is possible to prevent the direction of inappropriate raw materials into production, and this does not lead to significant time and financial losses. The criterion meets the requirements of the ISO 9001: 2008 standard, the goals of the enterprise and is economically justified. There are no reasons for conflicts:
Such successes are less common than we would like. In most cases, the analysis could show that the losses of the company when choosing suppliers according to the criterion of the lowest price are several times higher than the savings on purchases. I could, but it does not show, since it is not carried out. A very common situation is when the minimum price is the main requirement for the supply service, and the quality control department requires quality from the same supplier. At the same time, the volume of necessary purchases is calculated on the assumption that all raw materials and materials fully comply with the requirements of the enterprise, and the delivery times are approaching "work from the wheels" (that is, it turns out that all the necessary amount of control should take place instantly). The conflict is inevitable and objective (the requirements are not defined): the quality control department detains the raw materials for control and prevents the direction of a part of the raw materials (not meeting the established requirements) into production. That is, the quality control department disrupts the rhythmic work of production and interferes with the implementation of the plan.
What caused the conflicting requirements? Most likely, the type and degree of management of suppliers and purchased products does not correspond to the influence of purchases on the quality of the final product. The two most common options are either incorrectly defined requirements for product verification, or the supplier's ability to meet specified requirements is not analyzed. Or both at the same time.
The first case is observed when the requirements for purchased products, volumes, frequency and control parameters are established on the basis of theoretical concepts, without analyzing the characteristics and trends of the real processes of the enterprise and its products (the requirements of clause 8.4 of ISO 9001: 2008 are not fully met). The theoretical nature of the requirements is usually seen from their wording: "Products must comply with the requirements of GOST:". Further, it is simple: the volume, frequency and controlled parameters are taken from the relevant sections of the same external regulatory document. It would be interesting to know whether it is generally possible to take into account specific technologies, the state of equipment and the level of competence of the personnel of a particular enterprise when developing a GOST? As a result, two blunders are provided with one shot: human, time and material resources are diverted to control, and raw materials that have received the approval of the Quality Control Department create inconsistencies in the production process. The disadvantages of establishing requirements by referring to an external regulatory document are obvious: not all characteristics of raw materials that are important for ensuring the quality of the final product are standardized in the corresponding GOSTs. And those that are needed are given as a range of (large enough) values. As a result, raw materials that meet the requirements are different and behave differently during processing.
Common situation: Analysis of inconsistencies identified during a manufacturing operation shows that they are largely related to certain characteristics of the raw material. Quality control department answers: "And what can we do, the raw materials correspond to GOST". Whom should this please?
This does not mean that the procurement service is right, considering the minimum price as the only criterion. She just turns out to be right more often. The fact is that, in fact, the price is not the only and even the main criterion for it. The key to the supply chain is the supplier's ability to meet quality requirements. It's just that these requirements are understood somewhat differently (for example, less concretely). At a minimum, the quality requirements for the supply chain are formulated in the form of a product name. It is clear that no one will buy clay instead of cement, even if it is significantly cheaper. The supplier's ability to meet quality requirements is central to the supply chain for the simple reason that analyzing the impact of procurement on processes and final products (as mentioned above, the second reason for incorrectly defining procurement requirements) is always held... It is just that it is not being conducted regularly and consistently enough. Most often, only in cases where production simply cannot do anything with the raw materials available in the warehouse.
The main task that must be solved in relation to incoming control is to determine the specific characteristics of raw materials that provide the ability to obtain the required useful properties of the product as a result of performing specific (those that are at the disposal of production) operations.
Control of raw materials and materials affects the interests (at least): technological service, production, supply service and quality control department. The requirements for the characteristics of raw materials and materials that govern these services should not contradict each other. An example of a solution is the division of functions: the technological service determines the characteristics, and everyone else uses them in their activities.
The purpose of incoming control is to prevent the direction of production of raw materials and materials that can negatively affect the compliance of products with established requirements. The goal should define the composition and characteristics of the requirements. Additional requirements that govern only one of the above divisions can be introduced only if they do not affect the quality of the product (for example, the minimum price).
Requirements must be specific. That is, the ranges of values of individual characteristics of raw materials and materials, within which production is able to ensure the fulfillment of requirements for products, should be determined. The best option in this case is to establish requirements in the form of specifications.
The control methods applied by the QCD should be agreed with the supplier. And the scope and frequency of control should be determined based on an analysis of the stability of the characteristics of raw materials and materials obtained from a specific supplier. If the company considers it necessary to fully verify the purchased raw materials (it does not trust the supplier's guarantees at all), it is necessary to persistently look for a replacement for the supplier, or at least deduct the input control costs from the purchase contract value.
Operations control or QMS and production personnel.
The employees of the enterprise see everything and understand everything. Employees of the enterprise perfectly distinguish true goals from declarations and requirements that need to be fulfilled, from “just” requirements. Expecting a quality management system to create a massive illusion is deceiving oneself.
Operational control is commonly referred to as "process discipline control". The very name of the control suggests that there is a technology, when fulfilling the requirements of which, the required product characteristics are obtained. It is impossible to assume that the production staff is not interested in the production of high-quality (necessary for the consumer) products. Consequently, the reasons why a worker can understand the requirements for his activities differently from what is written in technological documents are objective.
There are three objective reasons:
requirements are not clear (insufficient qualification level);
compliance with the requirements does not ensure the release of high-quality products (imperfect technology);
the requirements cannot be met (there is not enough time, the actual characteristics of the raw materials do not meet the requirements, the actual state of the equipment does not meet the requirements).
An important conclusion: the worker can almost never be "to blame" for violations of technological discipline. If the goal of controlling technological discipline is to improve the production process, the reasons are always associated with clarifying the requirements for the process or providing it with adequate resources (clarifying the requirements for auxiliary, service processes). There can be no guilty persons in the QMS. And this is one of the criteria for determining the degree of maturity of the management system. If the analysis of the revealed inconsistencies is carried out in order to determine (and approximately punish) the perpetrators, this means that the quality management system has not yet spread to this area of the enterprise's activity. By the way, the fact that the search for the perpetrators in production teams is a refusal of management was discovered back in the 70s of the last century (much earlier than the appearance of the first version of the international standard for quality management systems).
Control of technological discipline is an important and necessary element of the QMS. But, for this, at least, there must be technology. It is technology, not just technological documentation. It's easy to check. It is necessary to ask the head of the technological service a question: "You have developed the technology. Do you guarantee that, if it is observed, the manufactured products will fully comply with the established requirements?" And then listen to the answer.
If the answer is different from a simple yes, for example, sounds like yes, in principle, it is best to try to evade the honorable job of overseeing such a technological discipline. The benefits of such control will not be obvious to either the production staff or the management of the enterprise. And the territory for (quite objective) conflicts is guaranteed.
In addition, the control of technological discipline requires a sufficiently high level of competence in management. Otherwise, it will be control for the sake of control. That is, it may not even be a contradictory understanding of the requirements, but an activity devoid of purpose.
One of the most common reasons for the impossibility of meeting the requirements established in technology is the notorious struggle between "quality" and "quantity". The production staff cannot (as they believe) fulfill all the requirements, since then they will not be able to fulfill the plan. This is an objective inconsistency of the system with the requirements of the international standard. All possible contradictions between quality and quantity in the QMS should be eliminated before they appear - if the analysis of the organization's ability to meet the established requirements (clause 7.2.2 of ISO 9001: 2008) is carried out. This means that in the quality management system, only those requirements can be adopted and fixed in the technological documentation, the fulfillment of which does not interfere production plan.
The juxtaposition of "plan" and "quality" is a strange illusion. This cannot be, except in cases of mass insanity. The plan (the number of products produced) is the basis for the economic success of the enterprise and its personnel, if the product finds a consumer. He is also a gravedigger if the product turns out to be unnecessary for the consumer. At the same time, everyone understands that low-quality products are not just money wasted on its production. This is also additional disposal costs.
There are cases when an enterprise persistently produces products that, as everyone understands, will never be sold. But this is an extremely rare exception. Much more often, products manufactured in violation of technological discipline are recognized as appropriate in the end, paid by the consumer, and there is even evidence that the consumer remains satisfied with it. In this case, it is reasonable to suspend the control of technological discipline and conduct an analysis of the validity of the requirements for the implementation of production operations.
It is impossible to hide something from the staff; you can only pretend that you cannot see. As soon as the reasons for violations of technological discipline or product defects appear "inattention", "non-performance" and others psychological evaluation, the red signal should flash: requirements are incorrectly defined or the operation is not resourced. It is possible that another inconsistency with ISO 9001: 2008 is manifested here: senior management has not met its obligation to provide staff with information on the importance of meeting customer and statutory and regulatory requirements. Simply put, no one has explained to people why they need to do what is required, and why it is important for the enterprise. It even happens that, on the contrary, the production personnel were explained that all this was unnecessary, but they "forgot" to tell the Quality Control Department.
The purpose of control of technological discipline is to prevent actions that can negatively affect the compliance of products with established requirements. Requirements must be met with adequate resources. The best option in this case is to establish the requirements for the provision of resources (including the requirements for the competence of personnel) in the technological documentation. The scope and frequency of control should be determined based on an analysis of the characteristics of production processes and an analysis of the stability of product characteristics.
The data on the results of the control of technological discipline should be considered during the analysis of the organization's ability to meet the requirements for the product.
Control of finished products or QMS and the consumer.
The quality management system shall define the criteria for product acceptance. One might get the impression that since there are acceptance criteria, there must be an acceptance control. There is no such mandatory requirement in ISO 9001: 2008. This organization determines itself. What is needed in a quality management system is not so much acceptance control as a guarantee of preventing inadvertent delivery of nonconforming products to the consumer.
In other words, if there is no uncertainty in meeting the requirements for raw materials, if there is a technology and it is observed, acceptance control can be predominantly documentary, that is, it consists in checking documented evidence of the satisfactory completion of the previous stages of control.
When developing a general production control program and determining what operations are necessary in it, it is useful to pay attention to the often observed imbalance between the "input" and "output" of the system. Often in enterprises there is complete trust in the supplier and the same complete distrust of themselves. They manifest themselves in the fact that purchases are checked purely by the presence of accompanying documentation (and even it is partially accepted much later than the receipt of products, since the products are shipped by production, and "certificates" are issued in the office), and their own products are carefully controlled (sometimes it is even unreasonably stated that continuous control is being carried out). Formally, no requirements for the quality management system are violated, but such a bias towards product control indicates the imperfection of the system.
The above does not mean that in a developed quality management system it is possible to completely abandon product control. No, product control at all stages of production is mandatory. The question is, for what purpose it is being carried out. At one extreme, in this case, there are management systems, in which product control is the last opportunity to weed out rejects, on the other, systems in which it is important to obtain data on the characteristics and trends of products and to develop preventive actions.
In any case, in relation to product control, as in relation to other types of control, the main thing is to correctly define the requirements. The scope of requirements for products is specified in clause 7.2.1 of ISO 9001: 2008. These are the requirements set by the consumer; requirements not established by the consumer, but necessary for the known or intended use of the product; legal and regulatory requirements; additional requirements of the organization itself.
As practice shows, the division of requirements for products into groups, given in the standard, provokes enterprises to distribute responsibility for determining these requirements between different functional services, and declare production to be responsible for implementation. As a result, there may be not just a contradictory requirement, but an actual proposal for production to decide for itself which services and to what extent to fulfill the requirements. In fact, clause 7.2.1 of the standard lists different (but equally necessary) aspects of the same product. The product that the company actually produces. For this reason, different groups of requirements should be organically combined, not opposed or contradict each other. Quite often, correctly defining product requirements means reducing their quantity (eliminating those that do not affect customer satisfaction), which also leads to purely economic benefits.
The first in the standard are the requirements set by the consumer. The importance of their definition is obvious, since it is real money. It is generally accepted that the requirements of the consumer are enshrined in the contract. But, all experts know that the consumer is very reluctant to talk about what he really needs.
There are many reasons for this. At present, a fairly large arsenal of methods has been developed that make it possible to identify the actual requirements of the consumer with a sufficient degree of accuracy. But this work is usually done by consulting organizations. Enterprises, as a rule, do not have their own specialized services capable of carrying out such an analysis. Nevertheless, ISO 9001: 2008 contains mechanisms that ensure a consistent approach of the enterprise to the consumer. It's just that their effect does not become evident so quickly.
Analysis of contracts with consumers shows that usually the requirements for product quality are formulated in them in general and vague terms. One of the most common situations of insufficiently specific product requirements is their definition through reference to government standards or specifications. There has been a steady tendency to equate consumer requirements (both established and anticipated) and the requirements of GOSTs. It turns out that the three groups of requirements listed in the standard are reduced to one. This is illogical and does not correspond to reality.
The requirements of the end user cannot sound like "must comply with GOST". As a rule, he did not read GOSTs and will not read them. This is fortunately. Reading many GOSTs and, moreover, Technical conditions often gives rise not to a desire to purchase these products, but to a desire to be on the alert and find out more specifically what is offered.
As an everyday example: boiled sausage that meets the state standard (GOST R 52196-2003 Cooked sausage products) can be made from almost everything that can be called "meat" with more or less stretch. The manufacturer can use for its production beef, pork, lamb, buffalo meat of any kind, as well as offal and pork skin - if only in the end the ratio of proteins, fats and carbohydrates established by the standard is obtained. That's the joy for the consumer:
The requirements of external regulatory documents, of course, must be defined and followed. But, only applicable to the activities of the organization. The task formulated in the standard is precisely to determine which of the external requirements are mandatory (failure to comply may entail sanctions from government agencies), which do not need to be performed (since they do not provide an increase in customer satisfaction), and which are necessary for the organization itself (because they are expressly stated by the customer or are actually necessary to ensure customer satisfaction).
As mentioned above, the quality management system has a mechanism for consistently approaching the correct (corresponding to customer requests) product requirements. These are monitoring and measurement of products and processes, working with complaints and wishes of consumers and monitoring their satisfaction, analyzing customer satisfaction and characteristics and trends of products and processes.
In terms of product requirements, this means:
development of a classifier of reasons for appeals and claims of consumers;
analysis of the causes of inconsistencies identified by employees of the enterprise in the production process and in the final product;
determination of quality indicators corresponding to the interests of consumers and production opportunities;
selection of control methods and instrumental and staffing support for their implementation;
and finally, the determination of the scope and frequency of control of various quality indicators, depending on the frequency of relevant inquiries and complaints from consumers.
And, if the presence of subjective requirements is unacceptable for any control operation, it is doubly unacceptable for product requirements. Without clear and objective requirements for products, the management system is built "in a swamp". It makes no sense to even try to correctly define the requirements for the production processes and for the procurement of raw materials and materials.
There is a fairly simple indicator of the correctness of the product control function. This is the structure and the number of inconsistencies identified by the quality control department and the consumer. If the customers' appeals and claims contain information about nonconformity with the requirements that are included in the QCD control plan, and if the number of nonconformities identified by the QCD significantly exceeds the number of similar nonconformities identified by the consumer, the system moves in the right direction. And if the claims of consumers relate to requirements that are not taken into account in the control plan, and are a "surprise" for the enterprise, then there is simply no QMS.
So, the main reasons for non-fulfillment of requirements for products are the uncertainty of the requirements themselves and the lack of objective capabilities of production personnel to fulfill them. Typically, these two reasons exist simultaneously. That is, the workers do not understand the requirements, because they do not know what to do in order to succeed.
From the above, we can conclude that an enterprise that develops and implements a quality management system should become more truthful and more modest. This is indeed the case. Obligations to the consumer should contain guarantees, not good intentions. The idea of how to make good products correctly, of course, should not be forgotten. There are simply requirements, and there are goals for improvement. Requirements must be fulfilled, respectively, they must be doable. OTK is on guard here. And this, frankly, is a purely technical task.
What I would like to see, but currently does not work out (including on the basis of actual data on nonconformities received by the Quality Control Department) is goals to improve products and processes. Without improvement goals, just like without requirements, a quality management system cannot exist. The degree to which the objectives are being met should be assessed and, if achieved, the requirements may be increased accordingly. But the Quality Control Department has absolutely nothing to do with it (with the exception of the quality goals of this unit itself).
Today, many enterprises have implemented quality management systems. Their compliance with the international standard has been confirmed by respected certification bodies. Why are there still conflicts, in the center of which is the OTK? The main reason is the uncertainty and inconsistency of requirements or their inconsistency with the capabilities of the enterprise.
In a somewhat simplified form, the main thesis of the quality management system is formulated as follows:
"You can do whatever you want. You can't do what you can't." What exactly is "not allowed"? You cannot proclaim one thing, but strive for another. If this is not done, all problems turn into tasks (quite solvable). If the goal of developing and implementing the QMS was not set, if it was necessary to become like everyone else (just get a certificate), the scope of the quality management system will inevitably be limited by the dusty frame of the certificate, no matter whose wall is the head of the Quality Control Department, the quality director or even the general director himself ...
TO Category:
Control of works on metal coatings
Technical control and its main tasks
An integral part of any management system is control, in the process of which the results of the functioning of the system are compared with the planned results. The information obtained in the monitoring process is needed to determine the need and degree of system correction.
Accordingly, control plays a primary role in product quality management systems; the efficiency of the entire system depends on its perfection, technical equipment and quality of performance. This explains the increasing attention to modern methods of product quality control, which make it possible to achieve high stability of quality indicators at minimal cost.
Product quality control includes checking the compliance of product quality indicators with established requirements, which can be recorded, for example, in standards, drawings, technical specifications, supply agreements, product passport and other documents.
At machine-building enterprises, many different types of quality control are used, differing in the method of execution, location in the production process, the degree of coverage of controlled products and other characteristics.
Even during the design process, all the developed technical documentation for the future product is subjected to detailed verification for compliance with applicable standards and other regulatory and technical documents. This check is mandatory; it is carried out by special standard control services at enterprises.
The standard control services subject the design documentation received from other organizations for use in this enterprise to an examination. In this case, special attention is paid to the compliance of the technical characteristics and quality indicators of the product laid down in the project with the norms and requirements established by state, industry and republican standards. Thus, at the design stage, the values of such important indicators of the future product as purpose, level of standardization and unification, technological and other indicators are monitored.
The highest specific weight in terms of labor intensity, cost and complexity has the quality control performed by the technical control service in the process of manufacturing products. The main task of the technical control service at an industrial enterprise is to prevent the release of products that do not meet the established requirements and to reduce as much as possible intra-factory rejects. From this task follows the definition of the concept of "technical control" (GOST 16504-81) - checking the compliance of the object with the established technical requirements.
Technical control at enterprises is carried out by the technical control departments (QCD). The main responsibility of the Quality Control Department is to control the quality of the products manufactured by the plant in strict accordance with standards, specifications, departmental norms, standards, drawings and an approved technological process.
For the successful fulfillment of this duty, technical control at a machine-building enterprise is organized on the basis of the following principles.
1. Technical control is performed at all stages of production - from the receipt of materials and semi-finished products at the plant to the release of finished products. All types of products manufactured by the plant can be sent to the consumer only after acceptance by the quality control department and registration in the prescribed manner of a passport or other document that determines the quality of the finished product.
2. Technical control of the main products is centralized in a single plant body - the technical control department (QCD).
3. In matters of determining the quality of products, the Quality Control Department is an independent body of the enterprise. The head of the quality control department is authentic only to the director of the plant. The employees of the Quality Control Department do not depend on the administration of the shops and departments of the plant and are subordinate to the head of the Quality Control Department, who has the right to stop accepting and shipment of substandard products and suspend the manufacture of products at certain production sites that produce substandard products.
4. The staff of the Quality Control Department should include energetic, proactive workers from among qualified specialists with production experience and authority in the enterprise.
5. Organization of technical control of production is determined by the technological process of control; technical control operations are an integral part of the technological process, therefore they are entered into technological maps in a single sequence with production operations. Control operations are equipped with modern means that provide an objective and reliable assessment of quality with the required accuracy and productivity.
6. The control of measuring instruments and means of production carried out by the Quality Control Department must ensure constant and reliable preservation of the unity of measures at the plant and the compliance of their sizes with state standards.
7. In the work on eliminating defects in products and improving their quality, the quality control department is based not only on the materials of data from factory tests of products, but also on materials received from consumers; therefore, the Quality Control Department, controlling the work of the products manufactured by the plant, must keep in touch with the consumer through the inspectors of the sector for handling complaints, warranty workshops or the operational and repair department of the plant.
By working to prevent defects and improve the quality of products, the Quality Control Department should actively contribute to the implementation of production plans by the plant in terms of quality indicators and the compliance of products with technical documentation.
The following main tasks of the quality control department are determined by the standard regulation on the quality control department of a machine-building plant:
- quality control and completeness of parts, assembly units, assemblies and finished products manufactured by the plant, branding of accepted and rejected products, registration of established documentation for accepted products;
- presentation of the accepted products to the customer's representative;
- technical accounting and analysis of defects (for reasons and perpetrators) together with the workshops and departments of the plant;
- analysis of defects in the products of the plant, noted in. complaints and test reports, and control over the elimination of identified defects in production;
- quality control of materials, semi-finished products and finished products of supplier factories, drawing up acts for substandard materials, semi-finished products and finished products for filing complaints with suppliers;
- control of completing and packaging of finished products and semi-finished products;
- control of maintaining the unity of measures and the state of measuring instruments at the plant;
- quality control of the tools manufactured by the plant and all types of production equipment, as well as measuring instruments, devices and devices in operation;
participation in the development of technical improvements in production and control methods that improve product quality and contribute to improving working conditions.
The main indicator of the quality of labor in production shops is the percentage of delivery from the first presentation. In this regard, the quality control department receives an additional task - regularly and in a timely manner to submit to the coordination center accurate verified information about products delivered from the first presentation, about cases of re-presentation, about the number of returns between workshops and complaints, about the implementation of planned measures to improve product quality, about the system of organization of defect-free work. The system of defect-free presentation of products has been introduced at many enterprises of the country and can also be used in metal-coating shops.
TECHNICAL CONTROL IN PRODUCTION SHOULD PROVIDE SYSTEMATIC CHECKING OF THE REQUIREMENTS FOR THE QUALITY OF THE PRODUCT AT ALL STAGES OF ITS MANUFACTURE, AND THE COMPLIANCE WITH THE CONDITIONS SUPPORTING THE NORMS THE MAIN OBJECTS OF TECHNICAL CONTROL ARE:
1) QUALITY OF RAW MATERIALS, MAIN AND AUXILIARY MATERIALS, FUEL SUPPLIED TO FACTORY WAREHOUSES;
2) COMPLIANCE WITH THE ESTABLISHED TECHNOLOGICAL MODE FOR THE PURPOSES (OPERATIONAL CONTROL), QUALITY OF SEMI-FINISHED AND INTERMEDIATE PRODUCTS (INTEROPERATIVE ACCEPTANCE);
3) FINISHED PRODUCTS;
4) CONDITION OF EQUIPMENT, MACHINES, CUTTING AND MEASURING INSTRUMENTS, CONTROL AND MEASURING INSTRUMENTS, DIES, MODELS OF TESTING EQUIPMENT AND WEIGHING FACILITIES.
TECHNICAL CONTROL IS CARRIED OUT BY A SPECIALIZED BODY IN THE MANAGEMENT OF THE ENTERPRISE - THE DEPARTMENT OF TECHNICAL CONTROL (OTK).
The main task is to prevent the OTC PRODUCT ISSUE NOW, do not comply with standards and technical specifications, design and design and technological documentation, terms of delivery and the contract, and the strengthening of production discipline and responsibility of all parts of production for product quality. IMPLEMENTATION SHOULD ONLY BE PRODUCTS ACCEPTED BY OTK. FOR THE PRODUCTS A CERTIFICATE, PASSPORT, FORM OR OTHER DOCUMENT CERTIFICATING THE CONFORMITY OF THE PRODUCT WITH THE STATED REQUIREMENTS IS DRAWN OUT.
TECHNICAL CONTROL SYSTEM (CONTROL OBJECT, CONTROL OPERATIONS AND THEIR SEQUENCE, TECHNICAL EQUIPMENT AND CONTROL METHODS, ITS MECHANIZATION AND AUTOMATION), IS DETERMINED SIMULTANEOUSLY WITH TECHNOLOGY DEVELOPMENT
OTK PROVIDES DEVELOPMENT AND IMPROVEMENT OF THE TECHNICAL CONTROL SYSTEM, FOR WHAT IT SYSTEMATICALLY ANALYSES THE EFFICIENCY OF THE OPERATING SYSTEM, IDENTIFIES THE CAUSES AND TAKES MEASURES TO ELIMINATE THE LOW PRODUCT RELEASE. AND ALSO ON INCREASING THE LABOR PRODUCTIVITY OF EMPLOYEES OF OTK.
THE STRUCTURE OF THE QUALITY SERVICE DEPENDS ON THE PRODUCTION FEATURES OF THE ENTERPRISES. APPLICABLE TO STANDARD STRUCTURES AND STAFF TAKING INTO ACCOUNT THE EMPLOYMENT OF CONTROL OPERATIONS.
THE EXTERNAL RECEPTION SECTOR MONITORS THE CORRECT STORAGE AND STORAGE OF RAW MATERIALS BY GRADES AND BRANDS. THE RESPONSIBILITY OF THIS SECTOR ALSO INCLUDES OBSERVATION OF THE CHARGE COMPOSITION IN PRODUCTION.
THE QUALITY SECTOR MAKES SAMPLING OF FINISHED PRODUCTS, ITS LABELING AND MONITORS ITS CORRECT INSTALLATION AND STORAGE. THIS SECTOR IS DRAWING UP CERTIFICATES AND PASSPORTS FOR EACH LOT OF SEMI-FINISHED AND FINISHED PRODUCTS.
SHOPPING SITES OF DECALITY CONTROL THE TECHNOLOGICAL PROCESSES AND FINISHED PRODUCTS OF THE SHOPS, REGARDLESS OF THE OPERATIONAL CONTROL CARRIED OUT BY THE PRODUCTION PERSONNEL OF THE SHOP.
IN THE IMPLEMENTATION OF TECHNICAL CONTROL AND IMPROVING THE QUALITY OF PRODUCTS, THE CENTRAL AND SHOP LABORATORIES OF THE ENTERPRISE PLAY A SIGNIFICANT ROLE. THE DATA OF THE ANALYSIS OF THE LABORATORY IS THE BASIS FOR TAKING OPERATIONAL MEASURES TO REGULATE THE PROCESS OF THE TECHNOLOGICAL PROCESS.
TECHNICAL CONTROL OF PRODUCTION IS CARRIED OUT BY THE CENTRAL LABORATORIES OF THE ENTERPRISES. THEY CARRY OUT CONTROL ANALYSIS OF THE INCOMING RAW MATERIALS AND MATERIALS, AS WELL AS THE QUALITY OF FINISHED PRODUCTS. THE MAIN TASKS OF THE CENTRAL LABORATORIES ARE THE SOLUTION OF PERSPECTIVE PROBLEMS OF TECHNOLOGY IMPROVEMENT, THE IMPROVEMENT OF THE PRODUCT QUALITY AND THE CREATION OF NEW MATERIALS, PRODUCTS AND EQUIPMENT FOR PRODUCTS AND PRODUCTS SELECTION IMPROVING WORKING CONDITIONS IS ALSO IN THE FIELD OF VIEW.
THE CENTRAL LABORATORY USUALLY CONSISTS OF TWO SECTORS: CONTROL AND ANALYTICAL AND RESEARCH.
THE CONTROL AND ANALYTICAL SECTOR IN ITS TURN IS DIVIDED INTO A NUMBER OF LABORATORIES ANALYSIS OF DIFFERENT MATERIALS AND PRODUCTS.
SCIENTIFIC - RESEARCH SECTOR IS DIVIDED INTO GROUPS STUDYING PROCESSES IN DIFFERENT WORKS OR DEVELOPING SEPARATE PROBLEMS. IN PRODUCTION ASSOCIATIONS AND LARGE ENTERPRISES THE RESEARCH AND RESEARCH SECTOR OR THE DEPARTMENT OF THE LABORATORY IS SEPARATED INTO AN INDEPENDENT STRUCTURAL UNIT. THE CENTRAL LABORATORY CAN CARRY OUT SCIENTIFIC DEVELOPMENT IN JOINT WITH INDUSTRIAL RESEARCH INSTITUTIONS.
GREAT IMPORTANCE IN THE ORGANIZATION OF TECHNICAL CONTROL AT THE ENTERPRISES HAVE PROPERLY SUPPLIED OPERATIONAL ACCOUNTING (SYSTEMATIZATION OF DATA) ON THE QUALITY OF RAW MATERIALS, MATERIALS, FUEL EQUIPMENT DEVIATIONS FROM TECHNOLOGIES AND ALSO ACCOUNTING AND ANALYSIS OF MARRIAGE AND OTHER. THE TECHNICAL CONTROL DEPARTMENT DEVELOPS A MONTHLY SUMMARY DATA ON THE QUALITY OF RAW AND MATERIALS SUPPLIED TO THE COMPANY.