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1. General Provisions
1.1. The quality control department, being an independent structural division of the enterprise, is created and liquidated by the order [name of the company's head].
1.2. The department submits directly to the technical director of the enterprise.
1.3. The quality control department is headed by the boss appointed by the order of [the name of the office of the enterprise] on the submission of the technical director.
1.4. The head of the quality control department has [to enter the necessary] 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 for posts and are exempt from posts by order [Name of the position of the company's head] on the submission of the head of the quality control department.
1.6. In its activities, the department is guided by:
The company's charter;
Here's a state;
Legislation of the Russian Federation;
1.7. [Enter the desired].
2. Structure
2.1. The structure and staffing of the department approves [the name of the position of the head of the enterprise], based on the specific conditions and features of the enterprise, on the submission of the technical director and the head of the department, as well as in agreement with [the personnel department, the department of organization and remuneration].
2.2. The quality control department may be in its composition structural units (bureau, groups, laboratories, etc.).
For example: Technical Bureau OKK (Sector, Group); bureau (sector, group) quality control in the workshops (BKK); Laboratory for control of external acceptance; Central measuring laboratory; Laboratory of chemical analysis.
2.3. Regulations on divisions of the department (Bureau, sectors, groups, laboratories, etc.) approve [name of the position of the head of the enterprise], and the distribution of responsibilities between employees of the divisions is carried out by the head of the department.
2.4. [Enter the desired].
3. Tasks
The quality control department performs the following tasks:
3.1. Ensuring the issuance of high-quality and competitive products.
3.2. Preventing the issuance of products that do not meet the requirements of standards and technical conditions approved by samples (standards), design and design documentation.
3.3. Compliance with the terms of delivery, completeness of products under contracts.
3.4. Strengthening the production discipline, increasing the responsibility of all production units for the quality of products.
3.5. [Enter the desired].
4. Functions
To perform the specified tasks, the following functions are assigned to the quality control department:
4.1. Checking on the enterprise of material resources (raw materials, materials, semi-finished products, components, components) and preparation of conclusions on their quality of quality standards and specifications.
4.2. Drawing up acts of acceptance control on the quality of material resources.
4.3. Operational control at all stages of the production process.
4.4. Definition of the nomenclature of measured parameters and optimal measurement accuracy norms.
4.5. Conducting selective inspection control over the quality of individual technological operations (including transportation), technological equipment and tool.
4.6. Control for:
Quality, completeness, packaging, conservation of products;
The compliance of the products issued by standards, specifications approved by samples (references), design documentation;
The presence of a trademark of an enterprise on finished products;
The correctness of storage in enterprise divisions and in warehouses of material resources and finished products;
- [Enter the necessary].
4.7. Assessment of products manufactured by the company.
4.8. Magnification of accepted and rejected products.
4.9. Registration in the prescribed order of documentation for adopted and rejected products.
4.10. Identify the reasons for non-compliance with the requirements of the regulatory and technical documentation, determining the possibility of correcting the marriage and eliminate defects, carrying out measures to eliminate them.
4.11. Ensuring withdrawal from the turnover of products when impossible (inexpediency) eliminate defects and marriage.
4.12. Repeated checks, lower productity.
4.13. Analysis and technical accounting of the marriage of products.
4.14. Organization of bilateral exchange of information with consumers about the quality of goods.
4.15. Registration of the results of test operations, keeping accounting for product quality indicators, marriage and its reasons, drawing up periodic reporting on product quality.
4.16. Registration of documents certifying the quality of products.
4.17. Systematic control over the state of control and measuring means of the enterprise.
4.18. Timely conduct of events related to the introduction of new standards and standards.
4.19. Participation in testing new product samples, the development of technical documentation for this product. Preparation of products for certification and certification.
4.20. Participation in the development of sections on quality and equipment in the supply contracts.
4.22. Development and presentation of the management of enterprise proposals for improving the quality of products, as well as to increase the quality of material resources consumed by the enterprise (raw materials, materials, semi-finished products, components).
4.23. [Enter the desired].
5. Rights
The quality control department has the right to:
5.1. Stop accepting and shipping products in case:
Inconsistencies to its quality standards, technical documentation, approved references, samples;
Inconsistencies of its completeness established by the regulatory and technical documentation;
Lack of mandatory established technical documentation;
- [Enter the necessary].
On the termination of acceptance (shipment), the head of the quality control department in writing is informed of the Technical Director.
The disposal of the head of the quality control department of the refusal to pass products can be canceled only on the basis of a written order [name of the office of the enterprise].
5.2. When the products are detected, the standards at certain stages of production make suggestions to the management of the enterprise on the suspension of the manufacturing process in the relevant structural units of the enterprise, and the products itself deteriorate.
5.3. Require from managers of all structural units:
Conducting activities aimed at improving the quality of products manufactured;
Providing the information required to work;
- [Enter the necessary].
5.4. In the event of disagreements on product quality, make a final decision on acceptance or taking products.
5.5. When resolving disputes on the quality of products in court to issue an expert opinion.
5.6. The Head of Quality Control Department is also entitled to represent:
Proposals for the promotion of distinguished employees, to bring to the disciplinary responsibility of workers who violate labor and production discipline;
The conclusions of the facts of damage (when drawing up documents for writing off the defense of the values \u200b\u200band damage over the norms of natural loss);
- [enter the desired];
- [Enter the necessary].
6. Relationship (service links) **
To perform the functions and realization of the rights provided for in this Regulation, the Environmental Protection Department interacts:
6.1. With the Standardization Division on:
Obtaining:
Standards;
Instructions;
Technical conditions;
Other technical documentation for determining product quality;
- [Enter the necessary].
Providing:
Proposals and comments on the provided documentation;
Information on violation of standards and technical conditions;
- [Enter the necessary].
6.2. With the chief technologist on issues:
Obtaining:
Conclusions on the compliance of material resources (raw materials, materials, semi-finished products, etc.) standards and specifications;
Conclusions about the possibility of applying material resources in production;
- [Enter the necessary].
Providing:
Material resources (raw materials, materials, semi-finished products, etc.) on the analysis of its compliance with standards and specifications;
- [Enter the necessary].
6.3. With the chief designer department on issues:
Obtaining:
Technical documentation for testing samples of products;
Technological maps with tolerance standards in accordance with standards and specifications;
Descriptions of technological processes with indications of quality requirements;
- [Enter the necessary].
Providing:
Information about the discovered technological disabilities and proposals for their elimination;
Proposals for improving product quality;
Summarized information about the quality of products and the number of marriage;
Test protocols and product sample studies;
- [Enter the necessary].
6.4. With the department of the main mechanic on issues:
Obtaining:
Plans for testing and repairing equipment;
Means of control over the quality of equipment repair;
- [Enter the necessary].
Providing:
Proposals for improving product quality;
- [Enter the necessary].
6.5. With the main energy department on issues:
Obtaining:
Graphs of preventive work on electrical equipment;
Components for electrical equipment;
Help in repairing electrical equipment;
- [Enter the necessary].
Providing:
Applications for repair of electrical equipment;
Applications for components for electrical equipment;
- [Enter the necessary].
6.6. With the instrumental department on questions:
Obtaining:
Measuring instrument (including its own production);
- [Enter the necessary].
Providing:
Applications for a new tool;
Acts of write-off of a faulty measuring instrument;
- [Enter the necessary].
6.7. With the production laboratory and its divisions on issues:
Obtaining:
Acts with test results;
Acts of studies of samples;
Conclusions on the compliance of material resources, finished products standards and specifications;
- [Enter the necessary].
Providing:
Tasks for testing, research (mechanical, physical or chemical methods);
- [Enter the necessary].
6.8. With the logistical supply department on issues:
Obtaining:
Accompanying documents of suppliers for the material resources entering the enterprise (certificates, declarations on compliance, passports, etc.);
Copies of supply contracts, changes to them;
- [Enter the necessary].
Providing:
Acts of acceptance of products in quality and completeness;
Acts of rejection of products;
- [Enter the necessary].
6.9. With the sales department on issues:
Obtaining:
Packaging label samples;
Data on the return of products by consumers;
- [Enter the necessary].
Providing:
Documents confirming the quality of products (declarations, passports, etc.);
Documents accompanying products and to be transferred to consumers;
Permits for seals boxes, containers, wagons;
- [Enter the necessary].
6.10. With the main accounting on issues:
Obtaining:
Information about the results of accounting for marriage;
Information about the penalties of marriage;
- [Enter the necessary].
Providing:
Acts of rejection of products;
Conclusions about the guilt of employees;
Settlement costs for removing marriage;
- [Enter the necessary].
6.11. With marketing department on issues:
Obtaining:
Acts of external acceptance by counterparties;
Information on the inconsistency of the stated product quality during the warranty period;
Ideas about the production of products on the individual positions of the nomenclature for warranty service, as well as about removing from warranty service;
Data of the department (bureau) after-sales service on the disadvantages of products identified during its use or operation;
Product samples manufactured by enterprises competitors to establish the degree of quality;
- [Enter the necessary].
Providing:
Information about technological changes in products;
Information about measures to improve product quality;
Results of the analysis of the quality of product samples manufactured by competitors;
- [Enter the necessary].
6.12. With the Legal Department on issues:
Obtaining:
Copies of the partitions of contracts with suppliers about the quality of products;
Requests for the quality of products for complaint and lawsuits;
- [Enter the necessary].
Replies to the requests of the Legal Department;
- [Enter the necessary].
6.13. With [name of the structural unit] on issues:
Obtaining:
- [enter the desired];
- [Enter the necessary].
Providing:
- [enter the desired];
- [Enter the necessary].
7. Responsibility
7.1. Responsibility for the quality and timeliness of the execution of the functions provided for in this Regulation bears the head of the quality control department.
7.2. At the head of the department assigned personal responsibility for:
Compliance with the legislation of the instructions published and guidelines on product quality issues;
Representing reliable information about the quality of products;
Ensuring the management of the enterprise with information on the quality of products;
Timely and qualitative execution of orders of the management of the enterprise on product quality issues;
Preventing the use of faulty control devices;
Preventing the application of outdated standards and standards;
- [Enter the necessary].
7.3. The responsibility of employees of the quality control department is established by job descriptions.
7.4. [Enter the desired].
Head of the Structural Unit
[initials, surname]
[signature]
[day month Year]
Agreed:
[Official with whom the situation is consistent]
[initials, surname]
[signature]
[day month Year]
Head of the legal department
[initials, surname]
[signature]
[day month Year]
Brandin Vladimir Aleksandrovich,
deputy General Director of the Consultation Center "Quality and Business"
(St. Petersburg)
The enterprise that produces products is responsible for its quality. Acceptance control of products is one of the ways to ensure guarantees to prevent unintentional use or delivery of inappropriate products required by paragraph 8.3 of the international standard ISO 9001: 2008. Clause 7.1 of this standard requires identifying the criteria for acceptance of products, and in paragraph 8.2.4 it is established that the product shipment can be carried out only after confirming its compliance with the acceptance criteria. Appropriate entries should be conducted, including confirming that the production of products is allowed by an authorized person. Traditionally, this function of management (product control) is assigned to a specialized division - the technical control department (OP).
Formally International Standard ISO 9001: 2008 contains a unambiguous answer to the question about the place of technical control in the quality management system (QMS).
The task of the SEP is to confirm the compliance of the products established.
In many cases, OTP performs the function of controlling the purchased raw materials and materials, as if repeating the operation of the SWP of the Supplier, as well as the control of the correctness of the performance of production operations, ensuring the fulfillment of the requirements of ISO 9001: 2008 to monitor and measure the processes.
Everything is obvious and definitely. And on this it would be possible to put a point if it were not for the universally observed conflict of interests and the helplessness of "quality management systems" created by renaming the OTV. Plus, it is almost an universally observed desire to impart the role of OTV.
At the level of the declaration, everything looks quite impressive. Let's say, in the provisions about the division, you can often meet such a wording: "The main task of the OS is the organization of permanent production control at all stages of the technological process and eliminating the reasons that violate the given technological process and causing the appearance of a marriage", or even such: "The main task of the OTP is Preventing the production of products that does not meet the requirements of standards and technical conditions, design and design and technological documentation, the terms of delivery and contracts, or noncompliament products, as well as the strengthening of production discipline and increasing the responsibility of all production units for the quality of products. " That is, the SLE provides solutions to key tasks - everyone can relax. But, for some reason, no one is rejoicing, and OPC officers perceive their work as a continuous struggle with a negligible team, on the side of which rises, is also part of the management of the enterprise.
Is the struggle inevitable management attribute, or we are talking about incomplete correspondence of the current enterprise management system with the requirements of ISO 9001: 2008? Regarding the "quality struggle", the answer is unambiguous: the quality management system ensures guarantees of the production of high-quality products by properly organizing processes. If there are signs of struggle - this is evidence of a systemic inconsistency, the reasons for which should be identified and eliminated.
For the occurrence of a conflict situation, two conditions are needed: there must be participants, and their goals should 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 of improving the current management system, its consistent approximation to the quality management system.
Consider typical conflict situations in which the technical control department is involved, their main causes and ways to bring this part of the general management system in compliance with the requirements of ISO 9001: 2008.
As defined in the International Standard ISO: 9000: 2005, the management system differs from any other in that it provides the development of policies and goals and their achievement. The quality management system, respectively, is intended to determine the policies and goals and methods for their achievement on product quality. Under quality, in turn, it is understood by compliance with the requirements. To the question: "What requirements" is usually given: "consumer requirements".
This answer is not entirely accurate. Rather, the answer is correct, but not complete. ISO 9001: 2008 is applied by organizations seeking to "demonstrate its ability to stably produce products that meet the consumer requirements and applicable legislative and regulatory requirements." But the standard does not require refuse to fulfill all other requirements. This incomplete response often interferes with correctly identifying and eliminating the causes of conflict situations.
In ISO 9004: 2000 ("Quality Management Systems. Improvement Guidelines") indicates that the requirements are made by "interested parties". These include: consumers, suppliers, state, owners and staff. The generalized characteristics of the basic claims presented by the parties are shown in Table 1.
Table 1. Main types of requirements for stakeholders
| Interested party | Main types of requirements , to the enterprise and its products | Note |
| Created consumers | Availability in products (services) of certain beneficial properties | Clarification of these requirements, in most cases, requires the use of special methods |
| Suppliers | Matching raw materials and materials supplier capabilities | Supplier these "requirements" often does not express, but simply produces what can |
| State | Safety products | A number of legal documents also contains certain requirements for quality; Features of their accounting will be discussed below |
| Owners | Economicity of the company's work | These requirements of the owners, if we treat them constructively, fully comply with the interests of the enterprise |
| Staff | Decent salary and acceptable working conditions | The perception of employees of the degree of fulfillment of these requirements affects their satisfaction and, as a result, on their interest in enterprise successes |
Considered or not in the documents of the SMC Enterprise Mechanisms all stakeholders - no importance has no importance. The company still performs them, although in varying degrees. Usually the interests of one of the parties dominate and its requirements are performed more consistently. The uneven accounting of the requirements of different stakeholders, by itself, in itself does not contradict the requirements for the quality management system. It is only important that this was a decision of the highest leadership so that the decision is based on the analysis of the actual data and corresponded to the goals of the enterprise.
The main acting person in the management system is personnel, since management is human management. It is the employees of the enterprise that ensures the achievement of the goals (fulfilling the requirements of stakeholders), at the same time, being an interested party. Development of the right policies and objectives of an 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 sufficiently complex tasks of developing and implementing the QMS. In most cases, in the process of creating a QMS, the correction of spontaneously established purposes is required. Otherwise, the territory for the struggle is provided. That is, politics and goals are everywhere where 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. With regard to the SMC, this will mean the emergence of different policies and goals for the same stakeholders. Including a different understanding of priority for the enterprise of individual stakeholders. For example, for the supply service, which should provide the production process with raw materials and materials, the interests of suppliers may well be closer to the interests of consumers.
The task of the senior management is to ensure the unity of politics and goals. This means that the policy should comply with the appointment of an organization (to affect all interested parties to organize) and equally understood by all employees. And goals should be agreed with politics. No one, of course, does not expect the most first policies and targets formulated during the development of the SMC will be absolutely successful. And politics and goals should be consistently improved by the results of the analysis of their achievement and analyze the causes of real and potential inconsistencies. It is important only from the very beginning to provide an opportunity for improvement. Often there is a desire to spend a fatty line between "to" and "after" the QMS. This can lead to the invention of fictitious policies and goals "in honor of ISO". If a fictional design is immediately created, separated by clear boundaries from the actually existing at the enterprise of management, it is very difficult to find areas for improvements - all forces go to the struggle with newcomers arising (artificially created) problems.
The basis of the quality policy of any enterprise is to fulfill the requirements of the consumer and the desire to increase its satisfaction. The main goal in the quality of any enterprise, respectively, is the release of the product to be necessary. Products are the result of the process. The main distinguishing feature of the process is the "input" transformation in the "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 operations occurring within the process.
Thus, to obtain products having defineduseful characteristics, production should get raw materials and materials having defined Characteristics and execute defined Operations. Or, if you go from the consumer, to obtain products possessing defined useful properties, production should perform defined Operations S. defined Raw materials and materials. Wherever the word "defined" meets (that is, predefined in advance), there is a potential need for control. It is the potential to be so far, since the need to introduce control operations should be justified. The decision on the introduction of the control operation must be preceded by an analysis of the actual data. But about it below. Part of the test operations (or all, if the competence of the department's employees) can be carried out by a specialized service. This service is usually called the name "OTV".
The task of the supply service is to ensure the implementation of certain requirements, the work task is also to ensure that certain requirements are fulfilled (it is the provision, and not "execution"), the task of the OSP is to provide objective data on the degree of fulfillment of certain requirements. Requirements, in this case, act as the most "lower" level of goals.
The definiteness of the requirements is not limited to the fact that they must be in advance (before the start of the process) are specified. Requirements must be specific. Requirements must be objective (not depend on opinions, sentiment and other psychological characteristics of the participants in the process). Requirements should be the same for all participants in the process, the move or the result of which is controlled. And they should be equally understood by all participants in the process. This circumstance is often overlooked. For example, the OTB worker conducts control of products using special measuring instruments (and even better if special laboratory studies are conducted). Can a worker, armed only by the senses, himself, to the "sentence" OTV, determine if he produces?
Thus, the most important reason for the occurrence of conflicts with the participation of uncertainty of requirements. The elimination of uncertainty of requirements leads to conflict prevention and, which, of course, is most important, to a decrease in the number of inconsistencies. If you cannot eliminate the uncertainty (inconsistency) of the requirements, it is necessary to proceed to the analysis of higher levels of objectives (objectives of the respective units or even enterprises as a whole) and eliminate contradictions at this level.
Control of raw materials and materials, control of production operations and control of finished products, except for general traits, have their own characteristics. Consider the control function at each of these steps in more detail.
Input control or QMS and suppliers.
ISO 9001: 2008 International Standard requires a choice, evaluation and revaluation of suppliers; bring to suppliers to product requirements and its release processes; Check the purchased products (section 7.4 of the Standard).
For example, a decision is made to choose suppliers by minimum price criterion. The decision is made on the basis of the actual data: the SEV provided evidence that at the stage of input control, it is possible to prevent the direction of inconsistency in the production of inappropriate raw materials, and this does not lead to significant temporary and financial losses. The criterion complies with the requirements of the ISO 9001: 2008 standard, the goals of the enterprise and is economically acquitted. There are no reasons for the occurrence of conflicts:
Such good lucks are less common than I would like. In most cases, the analysis could show that the loss of the enterprise when choosing suppliers by the criterion of the smallest price is at times exceeding savings on procurement. Could, but does not show because it is not held. The situation is very common when the minimum price is the basic requirement for the supply service, and the OTP from the same supplier requires quality. At the same time, the volume of the necessary procurement is calculated from the assumption that all raw materials and materials make one hundred percent compliance with the requirements of the enterprise, and the delivery time is approaching "work from wheels" (that is, it turns out that the entire required amount of control should occur instantaneously). The conflict is inevitable and is objective (the requirements are not defined): SW delays raw materials for monitoring and prevents the direction of the part of the raw material (not relevant to the established requirements) into production. That is, the SIL distorts the rhythmic work of production and prevents the implementation of the plan.
What caused contradictory requirements? Most likely, the view and degree of management of suppliers and purchased products do not correspond to the influence of procurement on the quality of the final products. Two options are the most common: or the requirements for testing products are incorrectly defined, or the supplier's ability analysis is not carried out. Either 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 representations, without analyzing the characteristics and trends of the enterprise's real processes and produced by it (the requirements of paragraph 8.4 ISO 9001: 2008) are fully implemented. Theoretical nature of the requirements are usually visible from their wording: "Products must comply with the requirements of GOST:". Next 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 - is it possible in general when developing the GOST take into account specific technologies, the state of the equipment and the level of competence of the personnel of a particular enterprise? As a result, one shot is provided by two misses: human, temporary and material resources are distracted by monitoring, and the resulting approval of the raw materials generates inconsistencies in the production process. The disadvantages of establishing requirements by reference to the external regulatory document are obvious: not all the characteristics of raw materials, important to ensure the quality of the final products, are normalized in the respective GOSTs. And those that are needed are set in the form of a range (sufficiently large) values. As a result, the raw material corresponding to the requirements turns out to be different and in different ways behaves in the process of processing.
Common Situation: Analysis of inconsistencies detected during the performance of an industrial operation shows that they are largely related to certain characteristics of raw materials. SLE responds: "And what we can do, the raw material corresponds to GOST." Who should delight this?
This does not mean that the rights service is right, considering the minimum price as the only criterion. It just turns out to be right. The fact is that in fact the price is not for her the only and even the main criterion. The main thing for the supply service is the supplier's ability to fulfill the quality requirements. Just these requirements are understood somewhat differently (for example, less specifically). At a minimum, quality requirements for the supply service are formulated as product names. It is clear that no one will purchase clay instead of cement, even if it is significantly cheaper. Supplier's ability to fulfill the quality requirements is the main for the supply service for the simple reason that an analysis of the influence of purchases for processes and final products (as mentioned above - the second reason for incorrect procurement claims) it is always carried out. It is simply not done regularly and consistently. Most often only in cases where production is simply nothing can do with raw materials available in stock.
The main task to be solved with respect to input control is to determine the specific characteristics of raw materials that provide the possibility of obtaining the required beneficial properties of products as a result of the implementation of the specific (those that are at the disposal of production) of operations.
Control of raw materials and materials affects interests (at a minimum): technological service, production, supply and service services. Requirements for the characteristics of raw materials and materials that are guided by these services should not contradict each other. Example Solutions - Separating functions: Technological service Defines characteristics, and everyone else uses them in their activities.
The purpose of the input control is to prevent the direction of the production of raw materials and materials that can negatively affect the compliance of the products established by the established requirements. The goal should determine the composition and characteristics of the requirements. Additional requirements that are guided by only one of the above divisions can be entered only if they do not affect product quality (for example, the minimum price).
Requirements must be specific. That is, the ranges of the values \u200b\u200bof the individual characteristics of raw materials and materials, inside which production is able to ensure the fulfillment of product requirements. The optimal option in this case is the establishment of requirements in the form of specifications.
Control methods applied by Section must be coordinated with the supplier. And the volume and frequency of control should be determined on the basis of the analysis of the stability of the characteristics of raw materials and materials obtained from a particular supplier. If an enterprise considers it necessary to fully check the purchased raw materials (absolutely does not trust the supplier's guarantees) it is necessary to persist to replace the supplier or at least deduct from the cost of the contract for procurement of input control.
Control of operations or QMS and production personnel.
Employees of the enterprise everyone see and everyone understands. Enterprises of the enterprise are perfectly distinguished by the true goals from the declarations and the requirements that need to be performed from "simply" requirements. It is expected that the quality management system will create a mass illusion - it means to deceive yourself.
Operations are usually called "controlling technological discipline". The name of the control tells that there is a technology, when performing the requirements of which the desired product characteristics are obtained. It is impossible to assume that the production personnel is not interested in the production of high-quality (necessary consumer) products. Consequently, the reasons for which the worker can understand the requirements for its activities is not as written in technological documents are objective.
Objective reasons Three:
requirements are incomprehensible (insufficient level of qualifications);
performing requirements does not provide the production of quality products (imperfection of technology);
the requirements cannot be executed (not enough time, the actual characteristics of raw materials do not meet the requirements, the actual status of the equipment does not comply with the requirements).
Important conclusion: in violations of technological discipline almost never can be "to blame" a worker. If the goal of controlling technological discipline is to improve the production process, the reasons are always associated with the refinement of the requirements for the process or appropriate provision of its resources (clarifying requirements for subsidiary, serving processes). Guilty in the QMS cannot be. And this is one of the criteria to determine the degree of maturity of the management system. If the analysis of the identified inconsistencies is carried out in order to determine (and approximately punish) perpetrators, this means that the quality management system has not yet spread to this scope of the enterprise. By the way, the fact that the search for guilty in production teams is a refusal of management, was discovered in the 70s of the last century (noticeable earlier than the first version of the international standard on the quality management system).
Control of technological discipline is an important and necessary element of the QMS. But, for this, at a minimum, there must be a technology. It is the technology, and not just technological documentation. Check simple. You need to ask the head of the technological service Question: "You have developed technology. Do you guarantee that when it is observed, the manufactured products will fully comply with the established requirements"? And further listen to the answer.
If the answer is different from the simple "yes", for example, it sounds like "in principle,", it is better to try to avoid honorary activities for the control of such technological discipline. The benefits of such control will not be apparent to any production personnel, nor for the management of the enterprise. And the territory for conflicts (quite objective) is guaranteed.
In addition, the control of technological discipline requires a sufficiently high level of competence specifically in management. Otherwise, it will be control for the sake of control. That is, there may be even an inconsistent understanding of the requirements, but activities devoid of goals.
One of the common reasons for the impossibility to fulfill the requirements installed in the technology is the notorious struggle between "quality" and "quantity". Production personnel can not (as he believes) to fulfill all the requirements, because then he will not be able to execute the plan. This is an objective inconsistency of the system of the requirements of the International Standard. All possible contradictions between quality and quantity in the SMC should be eliminated before they appear - if the analysis of the ability of the organization to fulfill the established requirements (paragraph 7.2.2 ISO 9001: 2008) is carried out. This means that in the quality management system can be accepted and enshrined in technological documentation only those requirements for the implementation of which does not interfere Product production plan.
Contrasting "Plan" and "Quality" is a strange illusion. This can not be, except for cases of mass insoluction. The plan (number of products issued) is the basis of the economic success of the enterprise and its staff if the products find the consumer. He is also a grave person if the products turn out to be unnecessary to the consumer. Each at the same time it is clear that poor-quality products are not just meaningless money thrown on its production. This is also additional recycling costs.
There are cases when the enterprise persistently produces products, which, as everyone understands, will never be sold. But this is an extremely rare exception. Much more often, the products released with a violation of technological discipline is recognized as a result of the corresponding, paid by the consumer and there is even data that the consumer remains satisfied. In this case, it is reasonable to suspend the implementation of the control of technological discipline and analyze 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 do not see. As soon as the causes of violations of the technological discipline or marriage of products appear "Inattention", "non-execution" and other psychological Estimates should blink a red signal: the requirements or operation are not provided with resources. It is possible that another discrepancy is manifested here by ISO 9001: 2008: the top management has not fulfilled its obligations to provide personnel with information on the importance of fulfilling the requirements of the consumer and legislative and regulatory requirements. Simply put, no one explained to people why you need to do what is required, and why it is important for the enterprise. It even happens that on the contrary, the production personnel explained that all this is not needed, but "forgotten" to tell OTV.
The purpose of controlling technological discipline is to prevent actions that can negatively affect the compliance of products to the established requirements. Performing requirements must be provided with relevant resources. The optimal option in this case is to establish the requirements for the provision of resources (including the requirements for the competence of personnel) in technological documentation. The volume and frequency of control should be determined on the basis of the analysis of the characteristics of production processes and analyzing the stability of product characteristics.
Data on the results of controlling technological discipline should be considered during the analysis of the ability of the organization to fulfill product requirements.
Control of finished products or QMS and consumer.
In the quality management system, product acceptance criteria should be defined. It may impress that there are acceptance criteria, there must be acceptance controls. This mandatory requirement in ISO 9001: 2008 is not. This organization defines itself. It is necessary in the quality management system not so much acceptance control as a guarantee of preventing unintentional directions to the consumer inappropriate product.
In other words, if there is no uncertainty in fulfilling the requirements for raw materials, if there is a technology and it is observed, acceptance control can be mainly documentary, that is, to verify the documented evidence of the satisfactory completion of previous steps of control.
Developing a common production control program and determining which operations in it are necessary, it is useful to pay attention to the frequently observed imbalance between the "entrance" and the "output" system. Often in enterprises there is a complete confidence in the supplier and the same complete distrust of yourself. They appear in the fact that procurement is checked purely according to the accompanying documentation (and even it is partially accepted by the production of products, since products shipped production, and "certificates" are discharged in the office), and their own products in the production process and before entering the warehouse Controlled (sometimes it is even unreasonably argued that continuous control is carried out). Formally, no requirements for the quality management system are not violated, but such a breakdown towards the control of the production indicates the imperfection of the system.
This does not mean that in the developed quality management system, you can generally refuse to control the products. No, product control at all stages of production is mandatory. The question is for what purpose it is held. In one pole, in this case there are systems of management, in which product control is the last opportunity to scree marriage, on a different system, in which it is important to obtain data on the characteristics and trends of products and develop warning actions.
In any case, regarding the control of products, as in relation to other types of control, the main thing is to correctly define the requirements. The composition of product requirements is set to clause 7.2.1 ISO 9001: 2008. These are the requirements established by the consumer; Requirements not established by the consumer, but necessary for the well-known or intended use of products; legislative and regulatory requirements; Additional requirements of the organization itself.
As practice shows, the separation of product requirements for groups given in the standard, provokes enterprises to distribute responsibility for identifying these requirements between different functional services, and the production is responsible for the implementation. As a result, it may be possible not to easily inconsistency, and the actual proposal to decide the production itself, the requirements of which services and to what extent to do. In fact, in paragraph 7.2.1 of the Standard, different (but the same necessary) side of the same products are listed. Products that the company actually releases. Already, by virtue of this, different groups of claims must be organically combined, not opposed and not contradict each other. It is quite often the correct definition of product requirements means a reduction in their quantity (eliminating those of them that do not affect customer satisfaction), which leads to the receipt of purely economic benefits.
The first in the standard are the requirements established by the consumer. The importance of their definition is obvious, because it is a living money. It is believed that the requirements of the consumer are fixed in the contract. But, all specialists are known that the consumer with great reluctance says that he really needs.
There are many reasons here. Currently, a sufficiently large arsenal of methods have been developed that allow you to identify the actual requirements of the consumer with a sufficient degree of accuracy. But this work is implemented, as a rule, consulting organizations. Own specialized services capable of conducting such an analysis, enterprises, as a rule, do not have. However, in ISO 9001: 2008, mechanisms are laid providing a consistent approach of the enterprise to the consumer. Just their effect becomes obvious not so fast.
The analysis of contracts with consumers shows that usually requirements for product quality are formulated in general and vague expressions. One of the most common situations is not enough specific product requirements is their definition through sending to state standards or specifications. There was a sustainable tendency to sign equality between the requirements of the consumer (both established and properly) and the requirements of the guests. It turns out that three groups of requirements listed in the standard are reduced to one. It is illogical and little corresponds to reality.
The requirements of the end user cannot sound how "must comply with GOST." He is GOST, as a rule, not read and read will not be read. This is fortunately. Reading many guests and, moreover, technical conditions more often gives rise not to the desire to acquire this product, but the desire to alert and more specifically to find out what exactly is offered.
As a life exemplary: relevant boiled sausage (GOST R 52196-2003, sausage boiled products) can be manufactured from almost everything that "meat" can be called with a greater or less stretch. The manufacturer can use beef, pork, lamb, buoyoolatine of any variety, as well as by-products and pork skins - just as a result, the ratio of proteins, fats and carbohydrates established by the standard was obtained. That is the joy for the consumer:
The requirements of external regulatory documents, of course, must be determined and implemented. But, only applicable to the activities of the organization. The task formulated in the standard is just the definition of which of the external requirements is mandatory for execution (failure to comply with the sanctions from state bodies), which do not need to be performed (since they do not ensure the increase in customer satisfaction), and what is the organization itself (Since they are directly formulated by the consumer or are actually necessary to ensure its satisfaction).
As mentioned above, in the quality management system there is a mechanism of consistent approximation to the correct (relevant consumer requests) product requirements. It is monitoring and measuring products and processes, working with complaints and wishes of consumers and monitoring their satisfaction, analysis of customer satisfaction and characteristics and trends of products and processes.
With regard to product requirements, this means:
development of classifier causes and consumer claims;
conducting the analysis of the causes of inconsistencies to be detected by employees of the enterprise in the process of production and in the final products;
determination of quality indicators corresponding to the interests of consumers and production capabilities;
the choice of methods of control and instrumental and personnel ensuring their conduct;
finally, determining the volume and frequency of control of various quality indicators depending on the frequency of the corresponding appeals and consumer claims.
And, if the presence of subjective requirements is unacceptable for any control operation, in relation to product requirements, it is unacceptable. Without clear and objective production requirements, the management system is built "on the swamp". It is pointless to even try to correctly determine the requirements for product production processes and 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 number of inconsistencies of the detectable OTV and the consumer. If consumer appeals and claims contain information about the non-compliance with the requirements that are included in the OTB control plan, and if the number of inconsistencies, detectable OTV, significantly exceeds the number of similar inconsistencies revealed by the consumer, the system moves in the right direction. And if the claims of consumers relate to the requirements that are not taken into account in terms of control, and are a "surprise" for the enterprise, then there is no QMS.
So, the main reasons for the non-fulfillment of product requirements are to be the uncertainty of the requirements themselves and the absence of objective opportunities in the production personnel. As a rule, these two reasons exist at the same time. That is, the workers do not understand the requirements, because they do not know what they do to succeed well.
From the above, it can be concluded that the enterprise that develops and implementing the quality management system should become truly more modest. This is true. Obligations to the consumer must contain warranties, and not good intentions. Performances on how to release good products, of course, should not be forgotten. There are simply requirements, but there are objectives for improvement. Requirementsmust be performed, respectively, they must be performed. Here on guard is worth OTV. And this, honestly admit, purely technical task.
What I would like to see, but currently it does not work (including based on the actual data on inconsistencies received by the OTC) - this goalto improve products and processes. Without the goals of improvement, just as without claims, the quality management system cannot exist. The degree of completion of the goals should be assessed and, if they are achieved, the requirements can increase accordingly. But it is already absolutely nothing (with the exception of the objectives of the quality of this unit itself).
Today, many enterprises introduced quality management systems. Their compliance with the international standard is confirmed by the respected certification authorities. Why are conflicts are still observed, in the center of which it turns out? The main reason is the uncertainty and inconsistency of the requirements or their inconsistency of the enterprise's capabilities.
In a few simplified form, the main thesis of the quality management system is formulated as follows:
"You can do everything you want. You can not do what is impossible." What actually "impossible"? It is impossible to proclaim one, but strive for another. If this is not done, all problems turn into tasks (completely solved). If the goals are not set and implemented by the QMS, if it was necessary to become like everything (just get a certificate) - the distribution area of \u200b\u200bthe quality management system will inevitably be limited to a dusty frame of the certificate, it does not matter, on whose wall - the head of the OTB, director of quality or even the general director himself .
TO Manager:
Monitoring of works on metal
Technical control and its main tasks
An integral part of any control system is control, in the process of which the results of the system functioning with scheduled results are compared. The information received during the control is needed to establish the need and degree of system adjustment.
Accordingly, in the quality management systems, control plays a primary role; The effectiveness of the entire system depends on its perfection, technical equipment and quality of execution. This explains increasing attention to modern methods of product quality control, allowing at minimum costs to achieve high stability of quality indicators.
The product quality control includes the verification of compliance of product quality indicators with established requirements that can be recorded, for example, in standards, drawings, technical conditions, contracts for supply, product passport, and other documents.
Machine-building enterprises use many different types of quality control, differing from the execution method, location in the production process, the degree of coverage of controlled products and other features.
Even in the design process, all the developed technical documentation is based on a detailed test for compliance with the current standards and other regulatory and technical documents. Such an inspection is required; It is performed by special services for standard control in enterprises.
Normocontrol services are subject to the examination project documentation received from other organizations for use in this enterprise. In this case, special attention is paid to compliance with the design of the technical characteristics and quality indicators of the product with the norms and requirements established by state, industry and republican standards. Thus, at the design stage, the values \u200b\u200bof such important indicators of the future product are controlled as an appointment, standardization and unification level, technological and other indicators.
The greatest share in labor intensiveness, cost and complexity has quality control performed by the technical control service in the manufacturing process. The main task of the technical control service at the industrial enterprise is to prevent the production of products that do not satisfy the established requirements and the maximum reduction in the intra-water marriage. From this problem, the concept of "technical control" (GOST 16504-81) is followed - checking the compliance of the object by the established technical requirements.
Technical control in enterprises carry out technical control departments (SP). The main duty of the OTB is the quality control of the production plant in strict accordance with the standards, technical conditions, departmental normals, references, drawings and the approved technological process.
For the successful implementation of this duty, technical control on the machine-building enterprise is organized on the basis of the following principles.
1. Technical control is performed at all stages of production - from receipt of materials for materials and semi-finished products to the production of finished products. All kinds of production manufactured by the plant can be sent to the consumer only after accepting its OTB and design in the prescribed manner of the passport or other document determining the quality of finished products.
2. Technical monitoring of main products is centralized in a single factory body - the technical control department (OP).
3. In matters of determining the quality of the products of the SPE is an independent authority of the enterprise. The head of the OTP is genuine only the director of the plant. OTB employees do not depend on the administration of workshops and plant departments and are subject to the boss, which has the right to stop acceptance and shipment of poor-quality products and suspend product manufacturing on certain areas of production that produce poor-quality products.
4. The states of OTV should enter energetic, initiative workers from among qualified specialists who have production experience and using authority in the enterprise.
5. The 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, so they are brought into technological maps in a single sequence with industrial operations. Control operations are equipped with modern means providing an objective and reliable quality assessment with the required accuracy and performance.
6. The fulfillment of the control of measuring instruments and means of production should ensure the permanent and reliable conservation of the unity of measures at the factory and the correspondence of their size to state reforms.
7. In the work on eliminating product defects and the improvement of their quality is based not only on the materials of the data of the factory tests of products, but also on materials obtained from consumers; Therefore, the OTSC, controlling the work of the plant produced by the plant, must communicate with the consumer through the inspectors of the advertising sector sector, warranty workshops or the operational and repair department of the plant.
Work on the prevention of marriage and improving the quality of CAP products should actively contribute to the execution by the plant's production plans for quality indicators and the compliance of the products of technical documentation.
The following basic tasks of the OTB:
- quality control and equipment manufactured by the plant, assembly units, aggregates and finished products, markings of adopted and rejected products, registration of established documentation for adopted products;
- the presentation of the customer's accepted product;
- Technical accounting and analysis of marriage (for reasons and culprits) together with the shops and department departments;
- Analysis of defects of plant products marked in. advertising and acts of testing, and control over the elimination in the production of detected defects;
- control of the quality of materials, semi-finished products and finished products of the supplier factories, drawing up acts on poor-quality materials, semi-finished products and finished products for presentation by suppliers;
- control of completion and packaging of finished products and semi-finished products;
- control of the conservation of the unity of the measures and the state of measuring funds at the factory;
- quality control of manufactured tools manufactured by the plant and all types of production equipment, as well as measuring instruments, instruments and devices in operation;
Participation in the development of technical improvements in the production and methods of control, improving product quality and contributing to the improvement of working conditions.
The main indicator of the quality of labor in production workshops is the percentage of products from the first presentation. In this regard, the OTB services receive an additional task - accurate and timely and timely submit to the focal point of accurate proven information on products filed from the first presentation, on cases of re-presentation, on the number of returns between workshops and advertising, on the implementation of the planned activities to improve product quality, On the system of organization of low-door labor. The system of inflexible presentation of products is introduced at many enterprises of the country and can also be used in the workshops of metal-powered.
Technical control in production should provide a systematic verification of the fulfillment of the requirements for product quality at all stages of its manufacture, and compliance with the conditions providing quality in accordance with applicable regulatory documents and regulations (standards). The main objects of technical control are:
1) the quality of raw materials, basic and auxiliary materials, fuels entering factory warehouses;
2) compliance with the installed technological regime in order to (perfect control), the quality of semi-finished products and intermediate products (interoperative acceptance);
3) finished products;
4) condition of equipment, machinery, cutting and measuring instruments, instrumentation, stamps, test equipment and weight management models.
Technical control is carried out by a specialized authority in the management of the enterprise - the technical control department (SW).
The main tasks of the OTD are to prevent the production of products that do not meet the requirements of standards and technical conditions, design and design and technological documentation, the terms of delivery and contracts, as well as the strengthening of the production discipline and increasing the responsibility of all production units for the quality of products. The implementation is subject to only products adopted by Section. Products made up certificate, passport, form, or other document certifying the compliance of products with established requirements.
Technical control system (control object, control operations and their sequence, technical means and control methods, its mechanization and automation) is determined simultaneously with the development of production technology by specialized services (main technologist, main metallurgist, etc.).
SPE ensures the development and improvement of the technical control system, which systematically analyzes the effectiveness of the current system, identifies the causes and takes measures to eliminate low-quality production. And also to increase productivity of labor workers.
The FUT structure depends on the production features of enterprises. For typical structures and states that take into account the complexity of control operations.
The external acceptance sector monitors the correct storage and storage of raw materials in varieties and brands. The duty of this sector also includes observation of the composition of the mixture coming into production.
The quality sector selection of finished product samples, its marking and watches the correct laying and storage of it. This sector is certificates and passports for each batch of semi-finished products and finished products.
Workshop sections of the OTP carry out control of technological processes and finished production of workshops, regardless of operational control carried out by the production personnel of the workshop.
In the implementation of technical control and improving product quality, the central and shop laboratories of the enterprise play a significant role. The laboratory test data serve as the basis for the adoption of operational measures to regulate the process of the technological process.
Technical control of production is carried out by central laboratories of enterprises. They are carried out according to the tasks of the SW control analyzes of incoming raw materials and materials, as well as the quality of finished products. The main tasks of the central laboratories are the solution of promising problems of improving technology, improving the quality of products and the creation of new materials, products and equipment, the selection of the most promising and important ideas for the enterprise and decisions, checking and issuing recommendations. In the field of their vision there are issues of improving working conditions.
The central laboratory usually consists of two sectors: monitoring and analytical and research.
The monitoring - analytical sector in turn is divided into a number of laboratories engaged in analyzing various materials and products.
The research sector is divided into groups involved in the study of processes in various workshops or developing individual problems. In industrial associations and large enterprises, the research sector or the department of the laboratory is allocated to an independent structural unit. The central laboratory can carry out scientific developments in conjunction with sectoral research institutes.
Great importance in the organization of technical control in enterprises has a properly delivered operational accounting (systematization of data) on the quality of raw materials, materials, fuels, deviations from the installed technological regime, to produce productive products in the workshops. And accounting and analysis of marriage, etc. The technical control department develops consolidated monthly data on the quality of the raw materials and materials entering the enterprise.