Measures to improve the QMS are developed as part of the implementation of one of the principles formulated by the ISO 9000:2000 series standards - continuous improvement of quality management. These standards set out the principle continuous improvement and methodology for its implementation. ISO 9001:2000, on the other hand, defines the requirements for continual improvement, which states that an organization must steadily take the measures that are necessary to achieve its goals and planned results and follow the path of continuous improvement. improvement of production processes.
Leave a request for a free consultation
Back in the 60s of the last century, experts and scientists from many developed countries predicted the improvement of the QMS at the enterprise. They understood that through control only finished products quality cannot be guaranteed. Work on achieving the optimal quality of the goods should begin much earlier - even at the stage of studying the market situation, when choosing partner suppliers of raw materials, at the design stage, when choosing the necessary components and materials, and, finally, during the sale of finished products, its technical support during operation by consumers and subsequent disposal.
Leave a request for a free consultation
Such an integrated approach to improvement of the QMS ensured the development of closed processes, which began with a study of the needs of the modern market and included several stages of product improvement - preparation for production, direct manufacture, storage and sale, as well as after-sales service based on a "feedback" system with buyers and customers, planning with taking into account market conditions, minimizing the cost of ensuring optimal quality. of any enterprise is a set of methods, means, techniques and principles for the implementation of functions and activities aimed at managing all processes.
For each enterprise, it is carried out taking into account its specifics. Also, taking into account specific production conditions, its continuous improvement is carried out, although the basic principles are based on international ISO standards. At the same time, the specific focus of the enterprise, the specifics of the market and products, and many other factors are necessarily taken into account. QMS should fully cover all stages life cycle manufactured products. To do this, you need to do the following:
Development, implementation and carried out on the basis of standards. ISO is an international organization for the development of standards, the purpose of which is the development of standardization systems, the development and improvement on their basis of generally accepted standards that have a direct impact on integration processes in various areas and areas of enterprise activity.
The principle by which the development of rules, which subsequently become generally accepted standards, is carried out is quite simple. The initiative to create or improve them should come from the enterprises using them - in most cases, these are manufacturers of any product in need of reliable suppliers. These organizations generate baseline requirements and send them to their representatives in ISO organizations. They decide how appropriate these requirements are and whether it is worth considering them at all, and if a positive decision is made, then a technical committee is immediately created, which is engaged in the final development. The draft is circulated for review and evaluation to other ISO member bodies and the results of voting determine whether to accept the draft as a new standard or reject it.
According to ISO, improvement of the QMS at the enterprise is one of the most important principles of quality management. Implementing this principle, one should be guided by recommendations that determine the possibility of improving the QMS, the essence of which is that all processes and systems of the enterprise should be constantly and regularly analyzed, measured, and improved.
High product quality can be achieved, first of all, thanks to a thoughtful and well-organized quality management system - the target subsystem of enterprise management. It implies an ordered set of interrelated and interacting elements of the production object, designed to achieve the goal - creating conditions for ensuring the required level of quality of the production object at minimal cost.
Since the interconnection and interaction of elements determine the properties of the system they form, the totality becomes a system only when the absence or violation of the place or function of one of the components affects any of the properties that characterize the quality of the totality as a whole.
By international standards ISO 9000 series quality system is a set of organizational structure, methodologies, processes and resources needed for overall quality management, that is, these are those aspects common function controls that define the quality policy, objectives and responsibilities, and implement it through such means as quality planning, quality management, quality assurance and improvement within the quality system.
The product quality management system at OJSC "Minsk Instrument-Making Plant" was developed taking into account the following principles:
Orientation to the consumer;
Product approach;
Coverage of all stages of the product life cycle (principle of "quality loop")
A combination of management assurance and quality improvement;
Problem prevention, etc.
Such a system is created at the enterprise as a means of ensuring the implementation of a certain policy and the achievement of the goal in the field of quality.
Integrated quality management is an effective system that combines the activities of various departments responsible for the development of quality indicators, their achievement, maintaining the achieved level of quality, ensuring the production and operation of products at the most economical level with full satisfaction of customer requirements. Integrated quality management requires the participation of all departments of the enterprise, including production, design, procurement, sales, technical control quality, standardization, etc.
The TQM system has two interrelated goals: developing a habit of improvement and striving for excellence.
The main goal is the pursuit of excellence. To achieve it, it is necessary to instill in employees the habit of constantly improving products. The habit of improvement is aimed at achieving perfection. This goal, characteristic of the Japanese quality management system, is both close and opposite to what is practiced by most Western companies.
The common thing here is that the level of quality for a given period of time is measured by the degree of its compliance with design characteristics. As a goal of the fight for quality at JSC "Minsk Instrument-Making Plant" it is proposed to overcome the existing level of defects and the desire for full compliance of products with technical documentation.
The quality of products in an enterprise depends on the efforts of marketing, design, purchasing, technology development, quality control, and production departments. However, Western entrepreneurs are convinced that some optimal level of quality should be striven for, since the propensity of consumers to pay for additional efforts to improve products has its limits. In turn, Japanese manufacturers are pursuing a strategy that, while not ignoring the cost of quality improvement, is based on the assertion that continuous quality improvement leads to market share expansion.
The system of integrated quality management in Western and Japanese enterprises is based on many supporting principles, concepts, methods and means to achieve this goal.
To improve the existing quality management system, it is necessary to somewhat redefine and supplement the principles in accordance with which the this system. The main principles of the quality management system should be highlighted:
Control of the production process - regulation of the production process by measuring the quality indicators of products at all stages of production. In the West, control is carried out at individual stages of the production process. The Quality Control Manual has instructions on how to select the step to be controlled. At the same time, the main attention is paid to the acceptance control of batches of finished products;
The visibility of measuring quality indicators is a further development of the generally accepted Western principle of “measurability of quality indicators”. At Japanese factories, visual stands are everywhere. Workers, management, product customers and outsiders can view quality indicators, current inspection results, quality improvement programs, and more. Western concepts of measuring quality indicators occupy a special place among the Japanese, but providing visibility is an exclusively Japanese virtue;
Compliance with quality requirements is also of Western origin, but sometimes this principle is ignored. Enterprises often yield to the requirements of manufacturers and skip components and parts that do not fully meet the standards;
Stopping lines is closely related to meeting quality requirements. For the Japanese, quality assurance comes first and execution comes second. Each worker can stop the production line to correct the noticed defects. In our factories, where the production plan is in the first place, the production process does not stop or slow down to eliminate defects;
Self-correction of errors - the worker or the team that made the marriage redo the defective parts themselves;
100% product verification - each product is subject to control, not a sample from the batch. This principle is applied to the control of finished products, and sometimes to component assemblies and parts. If it is impractical (too expensive) to check each component, the n=2 principle is used, that is, two products are checked: the first and the last. The long term goal is to improve the process so that 100% quality control of all products can be carried out.
For the successful development of the QMS, it is necessary to highlight the principles that contribute to the further improvement of quality at OJSC "Minsk Instrument-Making Plant":
Organization of the quality improvement process - the responsibility for ensuring the quality of products falls entirely on the production units, and the task of the management personnel is to ensure greater efficiency of the quality improvement process;
Consistent and purposeful solution of quality problems based on advanced achievements in theory and practice in this area;
Consistent and persistent work to establish a system for studying consumer complaints;
Commitment to inclusiveness - from national legislation to in-depth assessment of the mistakes made by product manufacturers;
Understanding that even a perfectly functioning quality management system will lose effectiveness over time;
Systematic training of foremen, foremen and other workers in advanced methods of organizing work to improve quality;
Mobilization of the physical and intellectual potential of workers in specific areas of production;
Systematic promotion of product quality improvement;
Daily check technical equipment, equipment, tool;
The study and application in practice of the principles of E. Deming, as a program of action for managers of enterprises and their departments who would like to conduct business based on scientific developments and following common sense.
Deming's philosophy is based on a comprehensive concept of quality and an understanding of the nature of its variability associated with a third party - the consumer. E. Deming emphasizes that the consumer must be considered as "the most important part of the production goal" and that "it is always necessary to be ahead of the consumer."
According to the ISO 9000:2000 standard, the principle of continuous improvement of the organization as a whole (and therefore its QMS) is one of the 8 fundamental principles of quality management. When implementing this principle, one should be guided by the recommendations for improving the QMS given in the ISO 9004:2000 standard. The essence of these recommendations is that all systems and processes of the organization should be constantly measured, analyzed and improved. This should be done by process work teams, all team members under the direction of the owners and with the overall coordination of the organization's management. Continuous improvement results in a 10-20% annual business improvement for the entire organization.
If we talk about life cycle processes, then special attention should be paid to the stage of research and product development. This is due to the well-known principle of increasing by an order of magnitude the cost of quality with each stage of progress from design to production, delivery of products, and then to its operation, that is, if preventing or eliminating an error at the design stage costs 1 thousand rubles, then at the stage of machine production it will cost 10 thousand rubles, at the stage of installation and commissioning at the customer - 100 thousand rubles, during operation it will cost 1 million rubles, if at all it turns out to be possible.
Studies of the costs of quality assurance in domestic engineering lead to similar results. They are illustrated by the data presented in Table. 2.17.
Table 2.17. Influence of total costs by product life stages on quality assurance
The main principles and methods of continuous quality improvement were formulated by industry leaders American companies AT&T, Avon, Corping Glass, General Motors, Hewlett-Packard, IBM, Polaroid.
1. Achieving the interest of senior management.
2. Establishment of a leadership council for quality improvement.
3. Involvement of the entire management team.
4. Ensuring collective participation in quality improvement.
5. Ensuring individual participation in quality improvement.
6. Creation of groups for improving systems, regulating processes.
7. More complete involvement of suppliers in the struggle for quality.
8. Measures to ensure the quality of the functioning of the management system.
9. Short-term plans and long-term strategy for improving performance. 10. Creation of a system for recognizing the merits of performers.
These directions reflect the essence of the organizational and economic foundations of continuous quality improvement.
Starting around the 1980s, methods of radical organizational improvement began to develop and be used more and more. They are also called business process improvement techniques (BPIs). They are short-term in nature and are aimed at improving one or more business processes - mainly in the field of management, such as cost management, purchasing, ordering, transportation of products or semi-finished products, warehousing of products, relations with suppliers and customers, product and process design, etc. .
The point is that if production processes developed vigorously in the 1950s and 1980s and could already provide zero defects or several deviations per million products, then business management processes have not changed much since the beginning of the 20th century and an error of 20% was considered quite acceptable. As a result, BP management became a brake on the development of organizations and several methods were proposed for their radical (by 300-1500%) improvement in a short period of time (2-6 months).
This methodology combines approaches such as comparative evaluation(bench-marking), updating (reengineering) processes, targeted improvements, developing new processes, innovating processes, determining the costs associated with activities, and analyzing the big picture, in one logical way to make radical and rapid changes in a single business process. Poll production organizations Japan, Germany and the United States, SBP is recognized as the most important approach used around the world to improve organizations. FMEA failure modes and effects analysis (Japan), Pareto analysis (Germany), statistical process control (USA) were also named among the most effective methods.
The most important difference between BPS methodology and continuous improvement is that the latter focuses on eliminating and preventing errors, while the former focuses on doing things right right away.
BPS is the systematic use of cross-functional teams to analyze and improve the way an organization works by improving the efficiency, productivity, and adaptability of organizational processes.
Improving business processes will give your organization the effects shown in Table. 2.18.
Table 2.18. Business Process Improvement Effects
Here are typical examples of improvements achieved with SBP:
Output quality improved by 1000%;
Overhead costs are reduced by 30-50%;
Cycle time reduced by 40-60%;
Delivery time reduced from weeks to hours;
The number of ideas generated by employees has increased by 100% and their quality has improved by 50%;
Power increased by 40-60%;
Inventories were reduced by 50-70%.
Experience has shown that the use of SBP even for one process has a great impact on the entire organization and creates significant destruction in it, and for more than three processes it generates a tendency for the organization to go out of control. With this in mind, despite the high efficiency of the SBP for individual processes, continuous improvement can be more beneficial for the organization as a whole. It is promising to use both approaches simultaneously.
Suppose that in a year an organization that has about 500 internal BPs has improved 3 out of 500 processes by 1000%. At the same time, the organization’s activities as a whole have only improved by 6% (Fig. 2.27).
Rice. 2.27. Changes in indicators with continuous and radical improvement, as well as without improvement and when using both of its types
Compare these results with the continuous improvement methodology, which is applied to all 500 processes and results in a 15% improvement per year. It can be seen that the continuous improvement methodology outperforms the SBP methodology by 9% per year and gives a 10% advantage over competitors. This advantage is explained by the fact that all employees are working to improve all production and business processes.
If an organization does not improve, it does not remain in place in the market, but slides down at a rate of 5-10% per year compared to competitors, as they improve (see Figure 2.27).
When radical and continuous improvement are combined, the resulting improvement exceeds continuous improvement by 60% per year (see Figure 2.27). It is for this reason that an organization should use both types of improvement if it really wants to be the best it can be.
Given in Table. 2.19 the list shows differences in the methods of approach of organizations to continuous and radical improvement.
The choice of improvement strategy is made by the management of the organization based on an analysis of the state of affairs in the organization. An engineering company can use the following list of questions for this.
1. Does the number of consumers of goods and services of your enterprise increase from year to year?
2. Are your losses from marriage and the cost of correcting defects less than 1% of the cost of goods sold?
Table 2.19. Continuous and radical improvement
3. Are you doing production schedules?
4. Do you stick to planned production costs?
5. Do you use only those materials, parts and components that meet the requirements specifications?
6. Do you lose less than 5% of work time due to absenteeism, absenteeism or other reasons?
7. Is the annual turnover work force less than 5%?
8. Are you able to attract the best shots to your enterprise?
9. Do you spend the right amount of money on the training of your personnel, taking into account the size of losses from personnel errors?
10. Do your employees perform their duties during 90% of the working time?
11. Do you correctly understand the requirements of your customers for your products or services?
12. Would you like to boost the morale of your employees?
13. Do you think that the employees of the enterprise can work better than they work?
14. Does your incoming inspection reject less than 1% of the parts and components that enter your enterprise?
15. Do controllers make up less than 5% of production workers in your enterprise?
16. Do your non-manufacturing workers work less than 5% of their time overtime?
17. Do you think it is possible to reduce production costs and shorten the duration production cycle?
18. Can you boast of having no complaints from your customers if you were counting on good reviews?
19. Have your firm's productivity growth rates over the last 5-10 years been higher than inflation rates?
20. Have your share dividends grown at a higher rate than inflation over the last 5 years?
A positive answer (“yes”) should be scored as 1 point. Based on the results of evaluating the answers to all questions in the form of a sum of points, the following recommendations can be made.
18-20 - the company is doing well. The process of continuous improvement must be carried out as usual in order to keep up with competitors.
14-17 - the process of continuous improvement needs to be intensified.
10-13 - it is necessary to identify 1–2 production or BP that worsen the work of the enterprise to the greatest extent, and apply the SBP methodology to them along with continuous improvement of other processes. Then apply SBP for 1-2 other PPs or BPs. The cycle is repeated until the number of points reaches 18–20.
0-9 - with the help of SBP of key production or BP, bring the number of points to 10-13. Then apply the strategy recommended above.
The Radical Business Process Improvement (SBP) methodology can be divided into 5 sub-processes called phases.
Phase I. Organization of improvement work. The administrative improvement team learns the BPS methodology, selects critical processes and assigns their owners. The process owner forms a Process Improvement Team (PCT) that establishes process boundaries, measurable parameters for the entire process, identifies process improvement goals, and develops a project plan.
Phase II Process understanding. Unfortunately, most business processes are not documented, and if they are documented, they often do not follow this documentation. During this phase, the PCB analyzes the existing process (“as is”), checks compliance with current procedures, collects data on costs and cycle times, and aligns daily activities with procedures.
This phase contains 6 actions:
Construction of diagrams (block diagrams) of process flows;
Preparation of a simulation model;
Systematic review of the process;
Process cost and cycle time analysis;
Introduction of quick snap;
Alignment of process with procedures.
The goal of phase II is to study the process in detail and its components (cost, cycle time, processing time, error rate, etc.). A flow diagram and a simulation model of an existing process (a process "as is" model) will be useful for its improvement during phase III.
Phase III. Process rationalization. To understand the difference between process redesign, benchmarking, and new process development (process reengineering), let's focus on phase III, where all these 3 methodologies are applied.
The rationalization phase is the most important for improving business processes. It is here that the SBP methodology is being worked out, and the creative abilities of the PCB members are actually used.
The rationalization phase consists of 6 actions (Fig. 2.28):
Process redesign;
Development of a new process;
Benchmarking;
Analysis of improvements, costs and risks;
Choice of preferred processes;
Pre-implementation planning.
This phase uses 3 different approaches.
1. Process redesign (targeted improvements, process reengineering).
2. Development of a new process (innovation process).
3. Benchmarking.
Process redesign. This approach (Table 2.20) eliminates various wastes in the existing process while reducing cycle time and improving efficiency. Once the process flow diagram has been redesigned, automation and information technology are used to maximize the process's ability to improve efficiency, productivity, and adaptability. Process redesign is sometimes referred to as focused improvement because it focuses on the existing process. Redesign results in improvements ranging from 300-1000%.
Table 2.20. Process redesign
Development of a new process. A new process design methodology begins with the creation of an ideal process model. Then a new process is developed that implements this model. This takes into account the latest achievements in mechanization, automation, computerization and information technology, which are available, resulting in improvements of 700-2000%. The development of a new process is sometimes referred to as the process of innovation, since its success is largely based on the innovation and creativity of the PCB members, or process reengineering.
Benchmarking. This very popular tool allows you to compare an existing process with the best similar process in the same or different industries.
Not all processes go through redesign, development of new options and benchmarking. One, two or all three of the above methodologies are used, depending on the circumstances.
Process redesign is most commonly used because it usually lowers the risks and costs. Typical results of this approach are 200-1000% improvement for approximately 70% of business processes.
The development of a new process, while providing the greatest degree of improvement, requires the most cost and time to implement, but involves a high degree of risk. Often the development of a new process involves restructuring departments and is very disruptive to the organization. Most organizations can only effectively implement one change of this magnitude at a time.
Benchmarking provides a proven measurement methodology that can be used to evaluate and select a range of alternatives. Benchmarking is useful about 10% of the time.
Phase IV Implementation, measurement and control. In this phase, the team is engaged in the "installation" of the selected process, measurement and control systems. New measurement and control systems should provide feedback to employees so that they feel the results of the improvements already achieved and improve the process further.
This phase consists of the following 5 activities:
Final implementation planning;
Implementation of a new process;
Creation of measurement systems in the process;
Establishment of a feedback data system;
Determination of the cost of poor quality.
Phase V. Continuous improvement. Now that the process performance has changed drastically, the process needs to continue to improve, but usually at a much slower rate (10-20% per year). During this part of the cycle, the process owner will monitor the efficiency, performance and adaptability of the entire process. Departmental improvement teams (natural working groups), each in their area of expertise, will continually work to improve their part of the process. This is the most acceptable approach.
Let us analyze the results of the SBP obtained in some organizations.
McDonnel Douglas reduced overhead costs by 20-40%; stocks have been reduced by 30–70%; the cost of materials has been reduced by 5-25%; 60-90% improved quality; administrative expenses were reduced by 20-40%.
At Federal‑Mogul, the development cycle time has been reduced from 20 weeks to 20 business days, with a 75% reduction in production time.
Morton International Castings has reduced inventory of finished products and raw materials by 10-20%; 10-15% improved cycle time.
Colgate Palmolive reduced the cost of managing orders and distribution by 25%. increased the number of sales due to improved customer service.
Reduced the number of warehouses in Grand Met from 24 to 8; the range of services to consumers has been increased by 30%; reduced cycle time for order/delivery management.
Literature
1.ISO 9001-2000. Quality management systems. Requirements.
2. Ogvozdin V. E. Quality control. Fundamentals of theory and practice. – M.: Business and Service, 2002.
3.ISO 9000-2000. Quality management systems. Fundamentals and vocabulary.
4. Meskon M. H., Albert M., Hedouri F. Fundamentals of management / Per. from English. – M.: Delo, 1992.
5. Total quality management: Textbook for universities / Gludkin O. P., Gorbunov N. M., Gurov A. I., Zorin Yu. V. / Ed. O. P. Gludkina. - M .: Radio and communication, 1999.
6. Koreshkov V. N., Gorbar A. V. Head of quality management. - Minsk: Bel-GISS, 2001.
7. Technology of technical control in mechanical engineering. Reference manual / Under the general. ed. V. N. Chupyrin. - M.: Publishing house of standards, 1990.
8.ISO 9004-2001. Quality management systems. Recommendations for improving performance.
9. The procedure for implementing a quality management system in an organization // Methods of quality management. - 2001. - No. 10.
10. Wirsan V. Strong and weak sides new version of the ISO 9000 series standards: implementation strategy // Standards and quality. - 2001. - No. 12. - P. 56–61.
11. Smirnov V. A., Bruver A. V., Amyaliev A. A. Experience in developing a quality system // Methods of quality management, 2002. - No. 8.
12. Sorokin V. N. Our discovery of America // Standards and quality. - 2002. - No. 3.
13. Lapidus V. A. Statistical methods, total quality management, certification and something else… // Standards and quality. - 1996. - No. 4–7.
14. KondoE. Company-wide quality management. - Nizhny Novgorod: SMC "Priority", 2002.
15. M. Porter. Competition: Per. from English. - M .: Williams Publishing House, 2000.
16. Mark D. A., McGowan K. Methodology of structural analysis and design / Per. from English. – M.: 1993.
17. Hammer M., ChampyD. Reengineering of the corporation: a manifesto for a revolution in business: Per. from English. - S. Pb.: St. Petersburg University Publishing House, 1997.
18. Gardner R. Ten Lessons on Process Improvement for Managers // Quality Management Methods. - 2003. - No. 7.
19. Sweetkin M. Process approach to the implementation of quality management systems in organizations // Standards and quality. - 2002. - No. 3.
20. Thomas A. Little. Ten requirements for an organization effective management process // Standards and quality. - 2003. - No. 4.
21. Eliferov V. G. International standard ISO 9001:2000 "in the palm of your hand" // Methods of quality management. - 2003. - No. 9.
22. Ivanova G. N., Polotsky Yu. I. Using the process approach in the quality management system // Methods of quality management. - 2001. - No. 9.
23. Taguti G., Fadke M. Optimal design as a quality technique // Methods of quality management. - 2003 - No. 9.
24. Adler Yu. P., Shper V. L. On the way to statistical process control // Methods of quality management. - 2003. - No. 3.
25. Lapidus V. A. Statistical process control system. Shewhart system // Reliability and quality control. - 1999. - No. 5–7.
26. Vladimirtsev A. V., Martsinkovsky O. A., Shekhanov Yu. F. Quality management system and process approach // Methods of quality management. - 2001. - No. 2.
27. BerzhK. The theory of vultures and its application. - M .: Foreign literature, 1962.
28. Kane M. M., Aleshkevich I. L. and others. Statistical analysis of interdependencies between various accuracy indices of cylindrical gear wheels when gear-milling and sheving under production conditions / Sat. Art. "Mechanical Engineering and Instrumentation". - Mn .: "The highest school", 1974. - Issue. 6.
29. Adler Yu. P., Shchepetova S. E. The further into the forest, the more processes // Methods of quality management. - 2002. - No. 8.
30. Repin V.V. Experience in implementing a business process management system // Methods of quality management. - 2003. - No. 5.
31. Gardner R. Overcoming process paradoxes // Standards and quality. 2002. - No. 1.
32. Kremser W. Project management - the path to business process management? // Methods of quality management. 2003. - No. 12.
33. ISO 9004‑4:1993. Part 4. Guidelines for quality improvement.
34. Solomakho V. L., Tsitovich B. V., Temichev A. M., Smirnov V. G. Standardization and certification. - Mn.: "VUZ‑Unity". 2001.
35. Craig R.J. ISO 9000: Guidelines for obtaining a registration certificate. - M .: RIA "Standards and Quality", 2000.
36. Kachalov V. A. Inconsistencies in QMS certification: Some results of the first audits according to ISO 9001:2000 // Methods of quality management. - 2003. - No. 11.
37. Mikulchik A. A., Michasov V. A. Document management in the quality system of an enterprise // Methods of quality management. - 2002. - No. 4.
38. Mikulchik A. A., Michasov V. A., Vlasov S. E. Automation of document management in the quality system of an enterprise // Methods of quality management. - 2003. - No. 4.
39. Nikitin V. A. Quality management based on ISO 9000:2000 standards. - St. Petersburg: Peter, 2002.
40. Kondrikov V. A. Comprehending the philosophy of quality // Standards and quality. - 2003. - No. 11.
41. Afanasiev A. A. Management system plus… // Standards and quality. 2002. - No. 4.
42. Maksimov Yu. A., Papkov V. I. QMS as a means of increasing the competitiveness and efficiency of an enterprise // Methods of quality management. - 2003. - No. 11.
43. Polotsky Yu. A., Vinogradov A. V. Identification and description of the network of processes // Methods of quality management. - 2002. - No. 11.
44. Niv G. The space of Dr. Deming. Book. 1. - Tolyatti: City public fund "Development through quality", 1999.
45. Goncharov E. How to develop a quality management system in accordance with the process approach // Standards and quality. - 2003. - No. 12.
46. Adler Yu. P., Shepetova S. E. Process under the microscope // Methods of quality management. - 2002. - No. 7.
47. Galeev V. I., Pichugin K. V. Kitchen of the process approach // Methods of quality management. 2003. - No. 4.
48. Zworykin N. M. Implementation of the process approach on industrial enterprise// Methods of quality management. - 2004. - No. 1.
49. Maklakov S.V. BPwin and Erwin: CASE - development tools information systems. - M.: DIALOGUE - MEPhI, 2000.
50. Kutyrkin S. B., Volchkov S. A., Balakhonova I. V. Improving the quality of an enterprise with the help of information systems of the ERP class // Methods of quality management. - 2000. - No. 4.
52. "Seven instruments of quality" in the Japanese economy. - M .: Publishing house of standards, 1990.
53. Ivlev V., Popova T. Application of software in the quality management system // Standards and quality. - 2004. - No. 1.
54. Chaika I., Galeev V. Standards ISO 9000 series version 2000: how to master them in Russia // Standards and quality. - 2001. - No. 5–6.
55. Sweetkin M. Standards ISO 9000 series version 2000: new steps in the practice of quality management // Standards and quality. - 2000. - No. 12.
56. Sweetkin M. Practical aspects of the implementation of ISO 9000: 2000 standards // Standards and quality. - 2003. - No. 1.
57. Aleshin B. S., Aleksandrovskaya L. N., Kruglov V. I., Sholom A. M. Philosophical and social aspects of quality. – M.: Logos, 2004.
58. Basovsky L. E., Protasiev V. B. Quality Management: Textbook. – M.: INFRA-M, 2003.
59. Vorontsova A. N., Polyanchikov Yu. N., Skhirtladze A. G., Korotkov I. A. A systematic approach to forecasting technology and production: Proc. allowance. – M.: Globus, 2006.
60. Revenko N. F., Skhirtladze A. G., Belosludtseva G. B. et al. Organization of production and management at machine-building enterprises: Sat. tasks. - M .: Higher school, 2007.
61. Vorontsova A. N., Polyanchikov Yu. N., Skhirtladze A. G., Boriskin V. P. Design and production of products: Proc. allowance. – Art. Oskol: TNT, 2007.
62. Organization, regulation and stimulation of labor at engineering enterprises: Textbook. - M .: Higher school, 2005.
63. Revenko N. F., Skhirtladze A. G., Aristova V. L. et al. Organization and regulation of labor in mechanical engineering: Proc. allowance. – M.: MGOU, 2004.
