History of TQM. Kaizen and Total Quality Management Japanese management method Company credo Be the best that you can be

For a long time (until the mid-1950s) quality management was reduced to product quality control and related to engineering and technical issues, while the problems of general management were of a pronounced organizational nature with a socio-psychological overtone.

While in the field of quality management, first of all, control methods were improved (W. Shewhart’s control charts, G. Dodge and G. Rominga’s sampling tables, etc.), in general management a “classical administrative school” was emerging, the main areas of activity which was a description of management functions, development of management principles, systematization of organization management.

In the 50s, the prerequisites for the creation of a new concept of quality management were formed, focused on satisfying consumer demands and turning quality improvement into the task of every employee of the organization.

Armand Feigenbaum proposed the Total Quality Control Model.

By Total Quality Control, Feigenbaum understood a system that made it possible to solve the problem of product quality and its prices, depending on the benefits of consumers, manufacturers and distributors. Feigenbaum proposed to consider quality not as the final result of the production of a product, but at every stage of its creation.

The system of Total Quality Control created by Feigenbaum was introduced into the practice of Japanese enterprises by E. Deming.

Thanks to the legendary man Edward. Deming, one of the creators of the "Japanese economic miracle", the theory of quality management was further developed.

Recognizing the existence of deviations and the need to track “unnatural” deviations and find out their causes, Deming put forward the idea of ​​​​abolishing the evaluation of tasks and employee performance.

The modern concept of Total Quality Management (TQM) has incorporated the best of the principles listed above (primarily Deming's 14 principles).

Edward Deming's Quality Principles

The essence of E. Deming's approach to quality is that the reasons for low efficiency and poor quality most often lie in the system, and not in the employees. Therefore, to improve operational results, managers must adjust the system itself. Deming believed that an atmosphere of fear promotes a focus on short-term goals, ignoring long-term goals, and interferes with teamwork. Edward Deming's Fourteen Principles are still the basis for quality management throughout the world.

E. Deming paid special attention to:

• · the need to collect statistical information about deviations from standards;
• · reducing deviations in the company's processes and products;
• · searching, analyzing and eliminating the causes of deviations.

He proposed the following 14 principles for quality improvement for managers:

• 1. Make it a constant goal to improve the quality of products and services. Improving the quality of products and services should not be carried out sporadically, but continuously and systematically, and become one of the most important tasks of the manufacturer. In this case, it is necessary to ensure: rational allocation of resources; meeting long-term needs; product competitiveness; business expansion; employment and creation of new jobs.
• 2. Adopt a new philosophy. We cannot continue to live with the existing system of delays, delays, and mistakes; defective materials and imperfect labor.

Management style needs to change to stop the ongoing economic downturn; constantly improve the quality of all systems, processes, and activities within the company.

• 3. Stop depending on inspection. To achieve this, mass inspections should be eliminated as a way to achieve quality. A manufacturer can achieve this goal only if quality issues come first for him and he has constant information about its level, using statistical methods of quality control in production and procurement.
• 4. Stop the practice of awarding contracts based on low prices. It is necessary to compare quality with price (price does not matter if it is not compared with the quality of the purchased product); choose one supplier to supply one type of product; establish long-term relationships with the supplier based on trust; try, together with the supplier, to reduce overall costs.
• 5. Constantly improve the system. Continuous and continuous improvement of the planning, production and service system provides for prompt resolution of emerging problems, continuous improvement of quality and increased productivity. The result of improving the system is a constant reduction in costs for raw materials, design and improvement of equipment used, retraining and training of personnel, and quality control. System improvement involves progress in organizing continuous monitoring of continuous production processes in order to improve the performance of each area.
• 6. Train on the job. For on-the-job training, it is necessary to introduce modern methods of training and retraining in the workplace for everyone, including management personnel. Particular attention should be paid to using the capabilities of each employee.
• 7. Establish leadership. This implies the establishment of a leadership institute to assist staff in solving assigned tasks. Today, the most important task of leadership at any level is considered to be to identify the required excellence in subordinates and to help them achieve excellence so that they become leaders. Promote two-way communication between management and subordinates to improve efficiency and productivity.
• 8. Eradicate fear. A company employee should not be afraid of changes in his work, but strive for them.
• 9. Remove barriers. This refers to the removal of barriers between departments and personnel groups. Personnel working in the areas of research, design and production must be perceived as a single team. Each employee must think and try to satisfy in his workplace not only the requirements of the consumer of the company's products, but also the consumer of the results of his work at this company. Only in this case can the requirement of continuous process quality assurance be met.
• 10. Avoid empty slogans. Do not call for improved quality without considering how to achieve it. Empty slogans, no matter how attractive they may be, have a certain effect for a short time and are then forgotten. At the same time, most defects and, as a result, low quality occur not because the employee does not want to do the job well, but because the existing system in the company (interest, time to complete the work, responsibility, etc.) does not allow him do your job efficiently.
• 11. Eliminate digital quotas for work management. Digital quotas are typical for piecework. At the same time, the norm for piece work is established as the average time for its completion. Therefore, half of the workers complete it quickly and then rest, while the other half will be late in completing it and continue to work. This cannot create a normal climate in the team, and therefore piecework reduces productivity. In addition, during piecework, most employees are busy studying specific operations, measuring the time for their completion, and establishing standards (in numbers) for piecework. It would be better to use this category of people for a specific job in the production process, and transform the process so that the piece system is replaced by a system that ensures an increase in quality and productivity in a team working as a single team.
• 12. Give the opportunity to be proud of belonging to the company. Remove barriers to pride in work. It is very difficult to have a sense of pride in your work if the company's products do not have a good reputation or the employee cannot influence the work situation.
• 13. Encourage education and self-improvement. Promotion through the ranks should be determined by the level of knowledge.
• 14. Involve everyone in the work to transform the company. One of the main conditions for success in the process of achieving quality is the conviction of the company's management in the need for this. It must be involved every day in the process of improving quality and productivity. Senior management must act and not just be supportive.

Demin noted that these principles are not yet enough to solve all problems, but taking them into action means management intends to stay in business and protect investors and jobs. 14 principles make up the theory of management. But there are obstacles to the implementation of this theory, which Deming called “deadly diseases.”

There are 5 deadly diseases that must be eliminated from an organization to successfully implement TQM. If left unchecked, these 5 deadly diseases can not only hinder the implementation of TQM, but also gradually destroy the organization. These are the 5 deadly diseases:

• 1. Main line control only. An organization that cares only about the main line of development and manages exclusively numbers is doomed to failure. Managing is hard work; a manager who relies only on numbers simplifies his task. Managers must know the process, be involved in it, understand the sources of problems and provide examples of their solutions to their subordinates.
• 2. Performance assessment based on a system of quantitative indicators. Appraisal that uses metrics, reports, rankings, or annual performance reviews sometimes results in classifications, forced quotas, and other rankings that create unhealthy competition and disrupt teamwork within the organization. Instead of using such systems, managers should provide personal feedback to employees' individual performance to help them improve.
• 3. Focus on short-term benefits. If an employee has had the experience of making quick profits in the past, he will try to continue to work in the same way. Management must convince employees that the organization should prioritize long-term, sustainable growth and improvement over short-term gains.
• 4. Lack of strategy. If the organization does not have any consistency in the goals being realized, the organization's employees will feel insecure about the possibility of their continuous professional and career growth. The organization must have a continuously implemented strategic plan, which should also include quality improvement issues.
• 5. Staff turnover. If an organization experiences high staff turnover, this indicates serious problems. Eliminating the first 4 deadly diseases can help overcome this one. Management must take steps to make employees feel like they are an important part of a unified team rather than an isolated organization.

Quality control

1. Basic principles of the Total Quality Management (TQM) system.

INTRODUCTION………………………………………………………………………………..….…..3

1. MODERN METHODS OF QUALITY MANAGEMENT……....……4

2. CONCEPT "TQM"……………………………………………………….……...7

2.2. BASIC PRINCIPLES OF TQM……………………………………………………………...8

3. METHODOLOGY OF “TOTALE QUALITY MANAGEMENT”……12

3.1. TECHNOLOGY FOR DEPLOYING QUALITY FUNCTIONS

(QFD-QUALITY FUNCTION DEPLOYNENT)…………………………….….…12

3.2. FUNCTIONAL - COST ANALYSIS (FSA). ………………13

3.3. FMEA – ANALYSIS (FAILURE MODE AND EFFECTS ANALYSIS)………..13

3.4. FUNCTIONAL – PHYSICAL ANALYSIS (FFA)……………...….16

4. IMPLEMENTATION OF THE SYSTEMTQM………………………………………………………...19

CONCLUSION……………………………………………………………..……23

LITERATURE………………………………………………………………………………..…..24

INTRODUCTION

When talking about quality systems, quality assurance and continuous improvement, one cannot ignore such a concept, now popular all over the world, as Total Quality Management (TQM).

What is Total Quality Management (TQM)?

Today, probably no more than one in ten entrepreneurs can answer this question. And very few people think about applying this concept to harsh reality, planting it on the still weak tree of the Belarusian economy.

TQM is total quality management; it is a strategy that will determine approaches to quality management in the 21st century. Leading companies in Japan and Western Europe are already implementing this strategy in practice, demonstrating to the world the enormous capabilities of TQM. Adopt the TQM methodology - ensure the continuous participation of each employee in the quality improvement process, switch to new principles of activity in the field of quality management. This means gaining significant advantages in 21st century business. This means becoming the best.
The TQM strategy is simple and at the same time universal - to find out the needs of the consumer and satisfy them. This is the secret of success. Of course, you cannot expect that everything can be changed very quickly and without problems. The implementation of this system is a long process that takes years to master. It requires significant effort to master the subtleties, develop an appropriate belief system and implement it.

1. MODERN METHODS OF QUALITY MANAGEMENT.

There are various concepts of quality management. The main concept is the concept of total quality management "TQM", the ideology of which was developed by American scientists Walter Shewhart and William Edward Deming.

The main idea of ​​Shewhart's concept is “improving quality by reducing process variability.” The reasons for variability can be general or special. Shewhart pointed out the importance of continuously and consciously eliminating variation from all processes in the production of products and services. In 1924, the scientist developed the concept of production control, associated with the invention and subsequent use of statistical control cards: “Shewhart control cards”. Statistical control methods allow you to focus your efforts on increasing the number of suitable products by minimizing variation as much as possible.

Fig.1. Control card

Shewhart was the first to propose a cyclic model that divides quality management into 4 stages: 1. Planning (Plan), 2. Implementation (Do), 3. Check (Check), 4. Corrective actions (Action). This model is most widespread in Japan.

In turn, E. Deming developed and proposed a program aimed at improving the quality of work, which is based on 3 pragmatic axioms:

1. Any activity can be considered as a technological process, which means it can be improved. 2. Production should be considered as a system in a stable or unstable state, so solving specific problems is not sufficient - anyway, you will only get what the system gives. Fundamental changes to the process are needed. 3. The top management of the enterprise must in all cases accept responsibility for its activities. In 1982, edited by E. Deming, the book “Quality, Productivity and Competitiveness” was published, containing 14 postulates that allow you to organize production work correctly. These postulates allow us to conclude that with a high degree of management responsibility, constantly improving the quality of products and each process separately, with the inadmissibility of inconsistencies and continuous training of all employees, it is possible to significantly reduce the costs of the enterprise. Reduced costs, increased productivity and team success in the market are natural consequences of improved quality. Speaking about modern methods of quality management, one cannot fail to mention the concept of Joseph Juran, who developed a spatial model that defines the stages of continuous development of quality management work, called the “Juran spiral”. This spiral looks like this:

1. Market research.

2. Development of design specifications.

3. Design and engineering work.

4. Drawing up technical specifications.

5. Development of technologies and preparation of production.

6. Logistics.

7. Manufacturing of tools and instrumentation.

8. Production.

9. Control of the production process.

10. Control of finished products.

11. Product performance testing. 11.1 Packaging and storage.

13. Maintenance.

14. Disposal.

15. Market research. According to Juran's concept, continuous improvement is moving up a ladder. This concept is called "AQL - annual quality improvement". Its idea is to achieve high competitive and long-term results. The main principles are:

1. planning for quality improvement at all levels and in all areas of the enterprise.

2. development of measures aimed at eliminating and preventing errors

3. transition from administrative to systematic management of all activities in the field of quality.

Another scientist who dealt with quality management problems was F. Crosby, who developed the concept of ZD (zero defects) - “defect-free manufacturing”. This concept is based on the following provisions:

1. Focus on preventing defects rather than correcting them.

3. Justification of consumer needs for defect-free products.

4. Formation of clear goals in the field of quality improvement for a long period.

5. Understanding that the quality of a campaign is determined not only by the quality of production processes, but also by the quality of the activities of non-production departments.

6. Recognition of the need to finance the analysis of quality activities. A key principle of a zero-defect manufacturing program is that no defects other than zero will be tolerated. Scientist Armand Feigenbaum developed the theory of integrated quality management. The main idea of ​​which is total quality management, which affects all stages of product creation and all levels of enterprise management in the implementation of technical, economic, organizational and socio-psychological measures. The author of the Japanese version of integrated quality management, Kaoru Ishikawa, highlighted the following conceptual provisions:

1. The main feature is the participation of workers in quality management;

2. It is necessary to introduce regular internal audits of the functioning of the quality system;

3. Continuous training of personnel;

4. Widespread introduction of statistical control methods.

2. CONCEPT "TQM».

During the transition economy of the Republic of Belarus, it is necessary to introduce consumer-oriented market methods for managing the quality of goods and services in all spheres of life. The quality management method, called Total Quality Management (TQM) or, in Russian, “Total Quality Management,” has long been widely used in a number of industrialized countries to continuously improve the quality of products and services. Bove and Till define TQM as follows: "Total Quality Management is an organizational philosophy that is based on the pursuit of quality and management practices that lead to total quality, hence quality is not something you have to track or add to stage of the production process, it is the very essence of the organization."

Quality can be represented as a pyramid:

Rice. 2. Quality pyramid. At the top of the pyramid is TQM - total quality management, which involves high quality of all work to achieve the required product quality. First of all, this is work related to ensuring a high organizational and technical level of production and proper working conditions. The quality of work includes the validity of management decisions and the planning system. Of particular importance is the quality of work directly related to product release (quality control of technological processes, timely detection of defects). Product quality is a component and consequence of work quality. Here the quality of suitable products and the consumer’s opinion are directly assessed.

Rice. 3. The main components of TQM.

TQC – Total Quality Management;

QA – Quality Assurance;

QPolicy – ​​Quality Policy;

QPIanning – Quality Planning; QI – Quality Improvement.

Many followers Total Quality Management (TQM), following Edward Deming's lead, suggest that TQM and performance appraisals are incompatible. Indeed, on Deming's list, "performance appraisal, merit appraisal, and annual appraisal" comes third in his "Seven Deadly Diseases." Why can't TQM and performance appraisal coexist?

Most importantly, certification contradicts the fundamental values ​​and principles of TQM. TQM requires customer focus, systems thinking, understanding the need for change, teamwork, improving methods and understanding the process of personal motivation and learning. It is precisely these TQM requirements that performance appraisal undermines. TQM requires understanding, controlling and improving processes in the interests of the customer. Performance appraisal aims to manage an individual's behavior to satisfy the manager. These two approaches represent a fundamental choice for managers: one or the other, but not both.

While the beating TQM has recently become fashionable in American business periodicals, Total Quality Management is alive and well. Companies like Harley Davidson, Motorola and Xerox those who understand TQM do not participate in its bashing. The death of TQM has not been heard of in Japan either. So we are witnessing the American appetite for whimsy. Those who never understood that quality comes first are now declaring it dead.

Total quality is a compelling and simple approach to management. When used wisely, Total Quality Management, however, will fundamentally change the way a manager typically thinks about the nature of the job and the purpose of management. This fundamental change requires leaders abandon the old set of initial premises- the old paradigm - and struggling to understand, internalize and apply the new approach - what Brian Joyner calls fourth generation management. Deming says, “Nothing less than a transformation of the Western approach to management is required.” Many managers have learned rhetoric and learned how to apply TQM tools in their companies. But relatively few of them deeply appreciated how different the approach required Total Quality Management from managers.

"I believe most of what he teaches Deming,” is usually heard from managers. "I agree with ten or twelve of his fourteen points." While joining ten or twelve is still better than nothing, these managers fail to see that all fourteen points are interdependent as a whole. If you pull out one line in this tapestry, it will unravel. What do people reject from Deming? Typically, this is point 12: “Remove barriers that deny employees their right to pride in their work. This means, in particular, the abolition of annual merit ratings and management by objectives. The responsibilities of managers must be transferred from quantitative to qualitative indicators.”

Deming's deadly illnesses include: "... performance appraisal, merit appraisal, or annual appraisal." Why is performance appraisal, which often leads to some increase in salary or other reward, on Deming's prohibited list? Why is time-honored American business practice viewed as inconsistent with total quality? And if businesses don't evaluate employee performance, what should they do, huh?

Principles at the heart of quality

There are principles at the heart of quality that provide the basis for a new philosophy and, indirectly, serve as the basis for the abandonment of certification. These are the principles drawn from the teachings of Deming and other founders of Total Quality:

Principle 1

ClientsAndtheirneedsformourorganizationAndherwork,ANotvice versa.

• We must know our business and who our customers are.
• We must know the needs and interests of our clients. We need to understand what they experience when they use our products and services.
• Our deep understanding of our customers guides the development of our products and services. Consistent modernization and improvement are also responses to customer requirements.
• Our decisions, plans and improvements we have to introduce are determined by the benefits that will be available to our customers.

Principle 2

QualityproductsAndservicesdeterminedqualitysystems,processesAndmethods.

• Customer needs must be understood in terms of the systems, processes, materials, equipment and methods needed to do what customers need, how and when they need it.
• We must build quality in the system so reliably that control of the final product is no longer required.
• Exhortations, threats, maintaining good spirits, rewards and punishments have nothing to do with the production of quality goods and services.
• More than 95 percent of our quality problems come from the system. If every employee and manager becomes the best, we will eliminate only a small part of the existing quality problems.
• Improvement efforts should be focused on the system, processes and methods, not on individual employees. These efforts are aimed at improving attentiveness, accuracy, speed, etc. individual workers, without changing the system, processes and methods are only weak strategies with little short-term results.
• Managers must understand their systems, processes and practices in terms of capabilities and variability. Data collected about how systems and processes change over time can help leaders understand how work gets done in their organization. When managers do not understand the changes inherent in their systems and processes, they leave themselves vulnerable to some serious problems:
  • They miss trends where trends exist.
  • They see trends where there are none.
  • They explain to employees - individually or collectively - the problems that are inherent in the system, and this will continue no matter how employees do their jobs.
  • They will not understand the results of past performance and will not be able to predict future results.

Principle 3

QualitylocatedVfocusall-consumingattentionorganizations.

• In the new era of competitiveness, competitive strategy is based on quality. As described above, this quality is determined by the customer's requirements and is part of the system.
• An organization's plans and decisions begin and end with quality. Every aspect of the business is understood through its contribution to quality. Organizations seek to reduce costs, increase productivity, lower prices, or increase market share. But if they do this without first providing the quality the customer requires in the products/services they produce and their systems, processes and methods, they are providing only short-term benefits rather than long-term survival and prosperity. This is, indeed, the story of the decline of many American businesses. Quality must be an integration strategy for the US economy if it is to regain its dominance in the global marketplace.

Principle 4

Organizationachievesqualitydevelopmentmethodsimprovements.

• It is not enough to know how to improve. Profits will go to those who learn to improve faster than their competitors.
• The needs for improvement are so broad and constant that every person in the organization must be aware of wellness practices and be involved in improvement efforts.
• We must understand the difference between improvements and changes. We also need to understand the difference between improvement and replacement. We must learn to start where we are and use logic and data to understand and improve ourselves.
• Improvement will ultimately only occur when the underlying causes of system problems have been identified and addressed. For example, improving the Chernobyl nuclear power plant involves more than cleanup and repair work at the accident site. It must include decisions about the policies, practices and technologies in Russian nuclear power that caused the Chernobyl accident and may lead to other natural disasters like this one. When we are satisfied with finding the guilty people, we will never look for systemic causes, and the problem will likely happen again with new culprits.

Principle 5

Organization,ensuring quality management,directsAndfocusesmyenergy.

• Leaders must formulate and communicate to the organization's employees a clear and consistent purpose, mission, values, and philosophy. To tell everyone “who we are, what we do, how we do it” and “what legacy we will leave for those who follow us.”
• The operations, tasks and methods of daily work are no longer considered as an art form. The only sure way is to set any recurring tasks as standard. This is documented and everyone is trained to do this work only this way. Attempts to find the best method are made outside of daily activities.
• We use data to identify the most important business issues and improve priorities. Of all the things worth doing, we select only a few priorities and follow through on them. We strive for complete solutions to only important problems, not quick solutions to many.

Principle 6

Existsnewparadigmleadership.ManagersmustformulateWhatMeanslead.

• Leaders must have the customer's point of view.
• Leaders must have a systems perspective.
• Leaders must have a statistical point of view.
• Leaders must have the employee's perspective.

The words of this abbreviation mean the following:

• General- means involving all employees of the enterprise in the process, including the support network and the product life cycle.
• Control is a step-by-step organization of the process, including such stages as planning, control, management, recruitment, supply, etc.
• Quality- care about providing the client with the best products that best suit his needs.

The International Organization for Standardization (ISO) defines TQM as an organizational approach focused on quality, based on the participation of all employees and aimed at long-term success, a process that is achieved through improved working conditions, the complete satisfaction of consumers and all members of society.

Concepts

The concept of total quality management was developed by American scientists Walter Shewhart and William Edward Deming.

Shewhart's concept

The main idea of ​​Shewhart's concept is “improving quality by reducing variability in the production process.” Shewhart revealed the importance of constantly and consciously eliminating variation from all product manufacturing processes and from the provision of services. The scientist developed the concept of production control. To do this, he invented and successfully applied statistical control charts - the so-called “Shewhart Control Charts”. Statistical control methods have made it possible to focus efforts on increasing the number of suitable products by minimizing variations as much as possible. Shewhart also proposed a cyclic model that divides quality management into 4 stages:

• Planning(Plan);
• Implementation(Do);
• Examination(Check);
• Corrective actions(Action).

Demming concept

Deming developed and proposed a program to improve the quality of labor, which is based on 3 pragmatic axioms:

• Any activity can be considered as a technological process, which means it can be improved.
• Effective operation requires fundamental changes in the product life cycle process.
• The top management of the enterprise must take responsibility for its activities.

E. Deming also defined 14 quality postulates that allow you to properly organize production work. The main meaning of these postulates is that with a high degree of management responsibility, constant improvement of the quality of goods and each production process separately, with the inadmissibility of inconsistencies and continuous training of all employees, it is possible to significantly reduce production costs and improve product quality.

Juran concept

Another concept was proposed by Joseph Juran. This scientist developed a spatial model that defines the stages of continuous development of quality management activities, called the “Juran spiral”. This spiral includes the following turns:

1. Market research.
2. Development of design specifications.
3. Design and engineering work.
4. Drawing up technical specifications.
5. Technology development and production preparation.
6. Logistics.
7. Manufacturing of tools and instrumentation.
8. Production.
9. Control of the production process.
10. Control of finished products.
11. Product performance testing.
12. Sales
13. Maintenance.
14. Disposal.
15. New market research.

To effectively move along this spiral, you must adhere to the following work scheme:

• planning quality improvement at all levels and in all areas of the enterprise;
• development of measures aimed at eliminating and preventing errors;
• transition from administrative to systematic management of all activities in the field of quality.

Crosby concept

F. Crosby developed the theory of defect-free manufacturing. Its concept includes the following provisions:

• Preventing defects from occurring rather than correcting them.
• Directing efforts to reduce the level of defects in production.
• Meeting consumer needs for defect-free products.
• Formation of clear goals in the field of quality improvement for a long period.
• Understanding that the quality of a campaign’s work is determined not only by the quality of production processes, but also by the quality of the activities of non-production departments.
• Recognize the need for funding to review quality activities.

A key principle of a zero-defect manufacturing program is the complete elimination of defects from the manufacturing environment.

Feigenbaum's quality theory

Armand Feigenbaum developed the theory of integrated quality management. The main idea of ​​which is total quality management, which affects all stages of product creation and all levels of enterprise management in the implementation of technical, economic, organizational and socio-psychological measures.

In the Japanese version of integrated quality management, authored by Kaoru Ishikawa, the following conceptual provisions can be distinguished:

1. The main feature is the participation of workers in quality management;
2. It is necessary to introduce regular internal audits of the functioning of the quality system;
3. Continuous training of personnel;
4. Widespread implementation of statistical control methods.

In general, regardless of the concept, TQM is based on two main mechanisms: quality assurance (QA) and quality improvement (QI). Quality control - maintains the required level of quality, that is, the company provides clear guarantees of the quality of a given product or service. Quality improvement aims to continuously improve quality and, as a result, increase the level of guarantees. These two mechanisms allow us to constantly improve and develop our business.

TQM principles

• Customer orientation of the organization

The organization is entirely dependent on its customers and therefore understands the needs of customers, fulfills their requirements and strives to exceed their expectations. Even a quality system that meets the minimum requirements must be focused primarily on consumer requirements. A systematic approach to focusing on customer needs begins with the collection and analysis of consumer complaints and claims. This is necessary to prevent such problems in the future.

The practice of analyzing complaints and complaints is carried out by many organizations that do not have a quality system. But in the context of TQM application, information must come systematically from many sources and be integrated into a process that allows one to obtain accurate and well-founded conclusions regarding the needs and desires of both a specific consumer and the market as a whole.

In organizations implementing TQM, all information and data must be distributed throughout the organization. In this case, processes are being implemented aimed at determining consumer assessment of the organization's activities and changing consumers' perceptions of how the organization can satisfy their needs.

• Leadership role

The leaders of the organization establish common goals and main directions of activity, as well as ways to achieve the goals. They must create a microclimate in the organization in which employees will be maximally involved in the process of achieving their goals.

For any area of ​​activity, management is provided that ensures that all processes are structured in such a way as to obtain maximum productivity and best meet customer needs.

Setting goals and analyzing their implementation by management should be a constant part of the activities of managers, just as quality plans should be included in the strategic development plans of the organization.

• Employee Engagement

All personnel - from top management to workers - must be involved in quality management activities. Personnel are considered as the greatest asset of the organization, and all necessary conditions are created in order to maximize and use their creative potential.

Employees involved in the process of realizing the goals of the organization must have the appropriate qualifications to perform the responsibilities assigned to them. Also, the management of the organization should strive to ensure that the goals of individual employees are as close as possible to the goals of the organization itself. Material and moral encouragement of employees plays a huge role here.

The organization's personnel must be proficient in teamwork techniques. Continuous improvement activities are predominantly organized and carried out in teams. In this case, a synergistic effect is achieved, in which the total result of the team’s work significantly exceeds the sum of the results of individual performers.

• Process approach

To achieve the best results, the relevant resources and the activities in which they are involved must be viewed as a process.

• Systematic approach to management

The effectiveness and efficiency of an organization, in accordance with the principles of TQM, can be increased through the creation, provision and management of a system of interrelated processes. This means that the organization must strive to integrate the processes for creating products or services with processes for monitoring the compliance of the product or service with customer needs.

Only with a systematic approach to management will it be possible to fully use feedback from the customer to develop strategic plans and quality plans integrated into them.

• Continuous improvement

In this area, the organization must not only monitor emerging problems, but also, after careful review by management, take the necessary corrective and preventive actions to prevent such problems from occurring in the future.

Goals and objectives are based on the results of assessing the degree of customer satisfaction (obtained through feedback) and on the performance of the organization itself. Improvement must be accompanied by the participation of management in this process, as well as the provision of all the resources necessary to achieve the set goals.

• Evidence-based approach to decision making

Effective decisions are based only on reliable data. The sources of such data can be the results of internal audits of the quality system, corrective and preventive actions, complaints and wishes of customers, etc. Information can also be based on the analysis of ideas and proposals coming from employees of the organization and aimed at increasing productivity, reducing costs, etc. d.

• Relations with suppliers

Since the organization is closely connected with its suppliers, it is advisable to establish mutually beneficial relationships with them in order to further expand its business capabilities. At this stage, documented procedures are established that must be followed by the supplier at all stages of cooperation.

• Minimizing losses associated with poor quality work

Minimizing losses associated with poor quality work makes it possible to offer products at a lower price, all other things being equal. The standard of work is zero defects, or “do it right the first time.”

Problems in implementing TQM

There are several issues that must be addressed in an organization to successfully implement TQM. Negligence in eliminating these problems can not only hinder the application of TQM, but also gradually destroy the organization itself.

• Main line control only. An organization that cares only about the main line of development and manages exclusively numbers is doomed to failure. Managing is hard work; a manager who relies only on numbers simplifies his task. Managers must know the process, be involved in it, understand the sources of problems and provide examples of their solutions to their subordinates.
• Performance assessment based on a system of quantitative indicators. Appraisal that uses metrics, reports, rankings, or annual performance reviews sometimes results in classifications, forced quotas, and other rankings that create unhealthy competition and disrupt teamwork within the organization. Instead of using such systems, managers should provide personal feedback to employees' individual performance to help them improve.
• Emphasis on short-term benefits. If an employee has had the experience of making quick profits in the past, he will try to continue to work in the same way. Management must convince employees that the organization should prioritize long-term, sustainable growth and improvement over short-term gains.
• Lack of strategy. If the organization does not have any consistency in the goals being realized, the organization's employees will feel insecure about the possibility of their continuous professional and career growth. The organization must have a continuously implemented strategic plan, which should also include quality improvement issues.
• Personnel turnover. If an organization experiences high employee turnover, this indicates serious problems. Eliminating the first four problems can help overcome this one. Management must take steps to make employees feel like they are an important part of a unified team rather than an isolated organization.

Benefits of TQM

• Increased customer satisfaction with products and services. In the context of the TQM system, the company is simply obliged to satisfy all customers, as well as make an additional effort to anticipate their expectations.
• Strengthening the company's image and reputation. There is a significant difference between these terms. Image is the client's view of the company. Reputation is what customers tell others about a company.
• Increased customer loyalty. If the products and services are of sufficient quality, the customer will return, bringing repeat business and even forgiving the "human defects" that can sometimes occur.
• Increased labor productivity. It comes automatically as soon as employees become partners in the implementation of TQM.
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“Listen to me, and in five years you will be competing with the West. Keep listening until the West asks for protection from you." These words belong to the patriarch of Total Quality Management E. Deming, which he said to the heads of 45 largest companies in Japan in 1950 at a seminar in Tokyo.

The words turned out to be prophetic: in the early 1960s. Japan rose to the forefront in the world in a number of years, and after a while the whole world began to talk about the Japanese miracle, admiring it to this day.

E. Deming outlined the idea of ​​transformation in 14 postulates.

1. Make it a constant goal to improve the quality of products and services. Improvement of services should not be carried out sporadically, but continuously and systematically, to become one of the most important tasks of the manufacturer. In this case, it is necessary to ensure: rational allocation of resources; meeting long-term needs; product competitiveness; business expansion; employment and creation of new jobs.

2. Adopt a new philosophy. We cannot continue to live with the existing system of delays, delays, and mistakes; defective materials and imperfect labor.

Management style needs to change to stop the ongoing economic downturn; constantly improve the quality of all systems, processes, and activities within the company.

3. Stop depending on inspection. To achieve this, mass inspections should be eliminated as a way to achieve quality. A manufacturer can achieve this goal only if quality issues come first for him and he has constant information about its level, using statistical methods of quality control in production and procurement.

4. Stop the practice of awarding contracts based on low prices. It is necessary to compare quality with price (price does not matter if it is not compared with the quality of the purchased product); choose one supplier to supply one type of product; establish long-term relationships with the supplier based on trust; try, together with the supplier, to reduce overall costs.

5. Constantly improve the system. Continuous and continuous improvement of the planning, production and service system provides for prompt resolution of emerging problems, continuous improvement of quality and increased productivity. The result of improving the system is a constant reduction in costs for raw materials, design and improvement of equipment used, retraining and training of personnel, and quality control. System improvement involves progress in organizing continuous monitoring of continuous production processes in order to improve the performance of each area.

6. Train on the job. For on-the-job training, it is necessary to introduce modern methods of training and retraining in the workplace for everyone, including management personnel. Particular attention should be paid to using the capabilities of each employee.

7. Establish leadership. This implies the establishment of a leadership institute to assist staff in solving assigned tasks. Today, the most important task of leadership at any level is considered to be to identify the required excellence in subordinates and to help them achieve excellence so that they become leaders. Promote two-way communication between management and subordinates to improve efficiency and productivity.

8. Eradicate fear. A company employee should not be afraid of changes in his work, but strive for them.

9. Remove barriers. This refers to the removal of barriers between departments and personnel groups. Personnel working in the areas of research, design and production must be perceived as a single team. Each employee must think and try to satisfy in his workplace not only the requirements of the consumer of the company's products, but also the consumer of the results of his work at this company. Only in this case can the requirement of continuous process quality assurance be met.

10. Avoid empty slogans. Do not call for improved quality without considering how to achieve it. Empty slogans, no matter how attractive they may be, have a certain effect for a short time and are then forgotten. At the same time, most defects and, as a result, low quality occur not because the employee does not want to do the job well, but because the existing system in the company (interest, time to complete the work, responsibility, etc.) does not allow him do your job efficiently.

11. Eliminate digital quotas for work management. Digital quotas are typical for piecework. At the same time, the norm for piece work is established as the average time for its completion. Therefore, half of the workers complete it quickly and then rest, while the other half will be late in completing it and continue to work. This cannot create a normal climate in the team, and therefore piecework reduces productivity. In addition, during piecework, most employees are busy studying specific operations, measuring the time for their completion, and establishing standards (in numbers) for piecework. It would be better to use this category of people for a specific job in the production process, and transform the process so that the piece system is replaced by a system that ensures an increase in quality and productivity in a team working as a single team.

12. Give the opportunity to be proud of belonging to the company. Remove barriers to pride in work. It is very difficult to have a sense of pride in your work if the company's products do not have a good reputation or the employee cannot influence the work situation.

13. Encourage education and self-improvement. Promotion through the ranks should be determined by the level of knowledge.

14. Involve everyone in the work of transforming the company. One of the main conditions for success in the process of achieving quality is the conviction of the company's management in the need for this. It must be involved every day in the process of improving quality and productivity. Senior management must act and not just be supportive.

In general, the 14 principles are often seen as very important goals that do not in themselves provide the tools to achieve them. Business reorganization should begin with mastering each of 14 points and the fight against “deadly diseases”, which, according to E. Deming, affect most companies in the Western world:

• lack of consistency of goals;
• the pursuit of immediate gain;
• systems and ranking of personnel;
• senseless rotation of management personnel;
• using only quantitative criteria to evaluate the company's performance.

The obstacles that may appear in addition to these “diseases” are different: motivational, educational, commitment to the technologies used, etc.

The action plan according to E. Deming consists of the following 7 steps (Fig. 1).

Rice. 1. Action plan according to 3. Deming