The international experience of quality management products in the enterprise. 1 страница

The key role of the consumer in the operational management of

- To categories of production are all kinds of activities to create a tangible product.The category of services includes: trade, culture, health,education,bytuyuschey,finansovykh,administratively,other.Manufacturing and service are often the same that are made, but differ in how this is done.The main differences between production and service sector.Most manufacturing and service systems represents mixed types. For example, maintenance and repair of equipment and machinery are services offered almost every manufacturing organization.At the same time most service businesses typically sell products that complement their services.The elements of the concept of services.Now the boundaries between purely manufacturing and services sector are gradually being erased.A large part of the operations of industrial enterprises, can be classified as service. Even those businesses that are traditionally involved in the production of goods that now have a larger share of operations on rendering of services.The concept of the provision of the service involves two elements: the product itself; the method of transfer of the goods to the customer and attitude.The company's attitude to customer at least (if not more) important than the product produced. material objects – the impression of space, equipment, personnel and communication facilities; reliability – ability to provide the promised service reliably and in a timely manner;responsibility – the desire to help the customer quickly to provide service and to answer for it in front of a customer;guarantee competence and courtesy of employees and their ability to inspire trust and to ensure that the necessary services;empathy (sympathy) – trust attitude to the client, individual approach.

. Quality control the beginning of its development in the late 19th century. Running in the broad sense refers to a General function of organized systems (biological, technical, social), ensuring the preservation of their structure, maintenance mode activities, its programs and goals. According to ISO administrative quality management is a management function that determine the policy in the field of quality, purpose and responsibility, and also carry out with the help of such means as quality planning, quality control, quality assurance and quality improvement within the quality system. What is usually called a quality management, the ISO standard is defined as the methods and activities of an operational nature that are used to fulfil quality requirements. In Japan was established the quality control system in which total quality management is a unified quality assurance process throughout the companies, this process is carried out all personnel from the President to ordinary workers. There are seven main instruments of the Japanese system of quality management:- organization of quality circles and maintaining a lower hierarchical level of management;- organization of temporary teams of professionals interested in quality issues;- reaching consensus when making decisions about implementation of any improvement; conducting self-monitoring each employee in the workplace; ensure that each employee tried to do their work efficiently, thereby enhancing their own prestige;- establishing a direct connection between the promotion of an employee in the service and to obtain other economic incentives to improve the quality of work performed;- generous allocation of funds for education, training, professional development. The quality and competitiveness of products.In the conditions of market relations the relevance of quality management due to the need of production, having high competitiveness. High quality products is the most important factor that determines the competitiveness of products. The product quality assurance - planned and systematically carried out by the producers of action that creates the confidence that product quality will meet the requirements. A high level of quality of products and services increases the demand for products and increase the amount of profits not only through sales but also due to the higher prices. Quality requirements of products are formed by consumers (clients), designers, manufacturers, and governmental bodies (the priority belongs to the consumer) and secured in the relevant normative-technical documents and contracts.Competitiveness is determined by a complex of consumer (qualitative and quantitative) characteristics to meet particular market conditions. Competitive products can be easily and quickly implemented on the market for the least expensive distribution channels. In fact, the product is tested for satisfaction of public needs. They are dictated by the tastes and preferences of a certain group of customers (market segment), so the notion of competitiveness is always concrete. Commercial sales of goods is only possible in a given market under certain conditions of competition.Each customer buys the product that best satisfies his personal needs. In General, buyers purchase the product that more fully meets the public's needs in comparison with others. Therefore, the degree of satisfaction of the buyer of the goods is also the sum of opinions of individual customers and formed in anticipation of its appearance on the market, at any stage of the product life cycle until disposal. At this time and there was intense competition for the consumer.Competitiveness depends on the degree of satisfaction of buyer goods.Competitiveness of goods is determined by (unlike quality) only the set of properties that are of great interest to a certain group of buyers and ensures to meet this need. Other characteristics and properties of the product are not taken into account. A product with higher quality may be less competitive if its cost is increased significantly by adding new product properties that are not requested by the consumer group for which it is intended. In addition, the same product can be competitive in the domestic market and not competitive in the external and Vice versa.

6 security of labour in industries. Occupational (OT) - the system of legislative acts, socio-economic, organizational, technical, hygienic, medical preventive measures, ensuring the safety, health and human performance and the labor process.The task is to minimize the probability of injury or illness working while providing comfort with maximum productivity. Actual production conditions are characterized by dangerous and harmful factors. Threat factors of production - factors whose impact on working under certain conditions lead to injury or other occupational diseases. Harmful production factor is, the effects of which on operating in certain conditions leads to disease or reduced efficiency. Dangerous moving parts of machinery, burning of the body. Harmful air impurities in it, the heat, inadequate lighting, noise, vibration, ionizing laser, and electromagnetic radiation.Laws and regulations FROM. The legislation reflected FROM the following rules and regulations: rules for organizations FROM enterprises; rules of safety and industrial sanitation; rules, providing individual protection of workers from occupational diseases; rules and regulations of the special labor protection of women, youth and persons with reduced working capacity; the legal norms that provide for responsibility for violation of legislation on FROM.The most important position in the region as enshrined in the “Code of labor laws”. Ensuring healthy and safe working conditions rests with the administration of the enterprise. The company's administration is obliged to introduce modern means of safety, to ensure sanitary conditions and prevent occupational diseases of workers. Industrial buildings and structures must meet the requirements of providing safe working conditions. These requirements include: the rational use of territories; proper use of equipment; the protection of workers from exposure to harmful production factors; the content of industrial premises in accordance with hygiene requirements. Law FROM special attention is paid to compliance FROM the design and development of new machinery and equipment.

7 operations management - operations management (OUP) is the coordination and control of the operational schedules of production and production tasks in real time. In essence, the PMO is an activity for regulation of material flows and information flows in the enterprise, coordinating the use of equipment and personnel, as well as actions aimed at identifying current market needs and optimizing the interaction with customers. One of the main functions of operational management is planning. Konkretisiert operational planning and ensures the implementation of the tasks set by the current plan. Thus specified volume and range of products subject to production in a given period. For each Department and its subdivisions are established monthly and ten-day graphics production program.

8 Operational production management Operational production planning (OPP) is an integral part of internal planning, it is the final stage and consists in the detailed figures of the current (tactical) plan production and economic activity of the enterprise performers (departments, teams, sites, work places) and time for the purpose of uniform implementation of the production program and effective use of human, material, financial and other resources.

9 Organizational structure of enterprise management. Under the organizational structure of enterprise management refers to the composition of production and non-production units, functional services, their technological interconnection and subordination.The process of production control at the enterprise is conducted by a team of employees organized within a management apparatus, the most important characteristic of which is its structure.-Management structure – this organizational form of building management personnel, which characterizes the composition and hierarchy of management units and officials, tailored to the mission and goals of enterprise. The organizational structure of enterprise management is influenced by the following factors. the size of the enterprise (small, medium, large);-the specificity of the enterprise (machinery, chemical, mining, etc.);-complexity and knowledge intensity of products;-specialization, cooperation, combining production;-organizational-legal form of management;-mission, goals and objectives that are put at some point in time venture. When choosing the organizational structure of enterprise management is necessary to establish: the level of centralization of management based on industry-specific production conditions, the optimal number of steps, the number of management units, the number of administrative staff, as well as the regulation of the relationship between authorities of the management staff and officials. Centralization of management is effective within the range in which the total transmission time information and making decisions subject to control less of the period during which production may occur irreversible changes, i.e. when the instructions of the head not be too late. The rational level of centralization of management functions depends on the legal form of the enterprise, the number of units and their size, level of mechanization and automation management.From all this we can draw two conclusions:-organizational structure of management should be changed and improved with regard to standing in front of the goals and objectives to always be aimed at implementation of the main goal (mission);-the organizational structure should be such that with the lowest cost to achieve the planned goals.

10 Organizational and technological preparation of production. The purpose of the OTPP: to prepare documentation for the manufacture of new products.The tasks of the OTPP:-analysis of manufacturability of new products;-analysis of existing technologies, equipment, production capacity of the enterprise;-development of technological processes of new products;-standardization of requirements in material and technological resources;-design of new production areas;-conclusion of contracts with suppliers of material and technical resources;-calculation of standards organization of production processes;-development of operational schedules and start production

11 Organization and structure of the enterprise. Under the organizational structure of the company refers to the composition, subordination, interaction and distribution of work to departments and authorities, among which are established certain relationships regarding the exercise of powers, flows of commands and information.There are several types of organizational structures: linear, functional, linear-functional, divisional, adaptive. The basic characteristics of these structures.The linear structure is characterized by the fact that the head of each Department is the head, concentrating in his hands all the control functions and exercising sole leadership of subordinate personnel. Its decisions are passed along the chain "top-down" binding on the lower links. He, in turn, is subordinate to the higher head.This creates a hierarchy of managers of the management system (e.g., foreman, foreman, Director of enterprise), i.e. is the principle of unity of command, which suggests that subordinates obey the orders of one leader. Higher authority management has no right to order any of the performers, bypassing their immediate supervisor.Linear structure of management is used, as a rule, small and medium-sized enterprises engaged in simple production, in the absence of broad cooperation ties between enterprises.Functional structure means specialization of functions of management. For their implementation are allocated to individual units (or functional performers). Functional organization management based on a horizontal division of managerial labor. Specifying a functional body within its competence is obligatory for production units.Functional management structure typically used in large enterprises. In the US, for example, the structure used by 25% of large firms.Linear-functional structure allows substantially to eliminate the disadvantages of both linear and functional management. With this structure, the function of services - preparing data for line managers to take informed decisions or emerging production and management tasks. The role of functional agencies (services) depends on the scale of economic activity and the structure of enterprise management in General. The larger the firm and more complex its control system, the more complex apparatus available. In this regard, the urgent issue is the coordination of activities of functional services.Linear-functional structure of management used in most enterprises. Division (or branch) management structure -the most common form of organization in the management of modern industrial firms. Its meaning is that a separate entity almost entirely responsible for the development, production and sales of similar products (divisional-product structure management) or independent departments are fully responsible for economic outcomes in certain regional markets (divisional regional management structure).Each branch office is an independent business unit consisting of branches and plants. Such an independent Department focused more on maximizing profits and gain positions in the market than with functional control system.Experience shows that where an important factor of engineering and technology, divisional grocery form control has obvious advantages.Linear, linear-functional and divisional structures belong to the category of bureaucratic and relatively stable in time.Adaptive structure upravlenije their name organic structure, able to adapt to changes in the environment just as do living organisms.Adaptive governance structure characterized by weak or moderate use of the formalization of rules and procedures, decentralization and the participation of experts in decision-making, broadly defined responsibilities at work, flexibility of structures of power and small amount of hierarchy levels.Most of the management team sees in the future an organic approach and criticizes bureaucracy. However, the choice of structure should take into account the conditions in which there is a specific plant. The fact that the bureaucratic and adaptive structures represent only the extreme points in such firms. Real structures of real companies (firms) are in between, having the characteristics of those and other in different proportions. In other words, in management, as in any other sphere of social activity, there is no concept of "good" or "bad". There is a choice appropriate or not appropriate to the conditions.Currently there are two main types of adaptive structures - design and matrix.The project structure is temporary government created to solve a specific problem. The point of it is to gather in one team the most qualified staff of the organization to implement this complex project. When the project is completed, the team disbanded.In a matrix structure the team members are subject to both the project Manager and the heads of the functional departments in whom they work constantly. The project Manager has a so-called design powers. They range from the almost comprehensive of the linear power over all the details of the project to "staff" authority. The choice of a particular variant is determined by which rights are delegated to the project Manager as senior management.The main disadvantage of the matrix structure is its complexity. However, it is used in a number of industries, particularly in chemical, electronics, production of computers, but also in banks, insurance, government offices.The choice of organizational structure of management, to the greatest extent meet the company's goals and specific activities, is based on a thorough analysis of all factors that have influence on it, evaluation of the advantages and disadvantages of different types of organizational structures.The organizational structure expresses the form of division of labor and cooperation in the field of management and has an active impact on the operation of the enterprise.The more perfect the governance structure, the more effective impact on the object of control and higher company performance.Organizational structure of management is not something static, it is constantly improved to meet the changed conditions. Therefore, these structures are very diverse and are determined by many factors and conditions. The most important of them are the following:the scale of business (small, medium, large);manufacturing and industry characteristics of the enterprise (production of goods, services, purchase, selling);the nature of production (mass, mass, unit);the scope of activities of firms (local, national, the external market);level of mechanization and automation of managerial work;the qualifications of employees.The construction of organizational management structures is carried out based on the following principles:the compliance of management structure objectives and strategy of the company;unity of structure and control functions;primary functions and secondary control body;the rational combination in the management structure centralization specialization and integration of management functions;the appropriate management structure with the production structure of the enterprise;complex linkage in the management structure of all types of activities;the system of collecting and processing information, organizational structure of the office.When designing governance structures must comply with the following basic rule: to involve the least number of management levels and to create the shortest chain of commands.

12 the Organization of research and development at the company. A special place in the management system takes technical Council created the chief engineer of the senior technical workers, innovators, representatives of party and trade Union organizations for consideration and discussion of questions of perfection of technique, technology and organization of production, technical development, planning of research works. The plan of technical development and production organization develop in the following sections the creation and development of new and improvement of the quality of products introduction of progressive technologies, mechanization and automation of production equipment to improve production technology improvement of management, planning, organization of production the development auxiliary production, the introduction of scientific organization of labor measures for saving materials, fuel and energy and scientific research and developmental works of capital repair of fixed assets. The plan includes activities under the state plan for the development of the economy, the plans of the Ministry, the all-Union industrial associations, enterprises.Enterprises in the planning of research and development work may have with other organizations, the contract to perform individual studies or integrated developments and the design.

13 Organization of mass production Mass production is a form of organization processes, which is characterized by a rhythmic repetition of the agreed transactions that are performed on specialized workplaces located consecutively during the production process. Production was organized according to the production method, has a number of features: a detailed dissection of processes of production into its component parts - operation and the securing of each transaction for certain jobs; straight-through with minimal breaks, location of jobs; individually (or in small batches of transport) transfer of parts from one work location to another; synchronization of the duration of the operations; the use to transfer parts from one working place to another in special vehicles. Organization of production lines has specific requirements for the layout of equipment, vehicles, used containers. The layout of the production lines should provide the most continuous-flow and shortest route of parts, economical use of space, serviceability of equipment, adequacy of storage space required materials and parts. Depending on the constructions of industrial buildings, types of products and equipment used are developed-plan oval, T - and U-shaped, circular production lines. As vehicle production lines used conveyors (belt and overhead), sklesi, gutters, industrial robots, universal positioners, etc. the Technological packaging in mass production is constructed with the size of the transport batches of parts. Features of the organization of multi-product production lines. For multi-product production lines manufactured products of various kinds alternating batches. The main conditions of the organization of such lines are the technological unity of product and flexible design of the equipment lines, allowing the possibility of its rapid changeover to new products. When line organizations are best used production facilities, as the equipment is more compact, reduced space for storage of in-process backlogs, reduces the number of interdepartmental and shop storerooms. In practice, there are three ways of organizing Assembly work in small groups:- tools required for assembling the kit are in one team, workers carry out the Assembly by bypassing jobs;- the instruments of labour are distributed between several teams with the formation of a kind Islands - Autonomous working and Assembly areas, where installation. The possible change of workplace or change of a mounted unit;- Assembly is performed using robotic vehicles, which are at the same time the Assembly stands.The production process is divided into larger operations, each of which is executed by a single worker. The principle of flow when the circuit Assembly is fully preserved thanks to the fact that the total number of identical, parallel stands that kept the average pace of the flow.An important direction of development of mass production is its automation

14 Organization of production on production lines. Mass production – the object of labor moves through the set shortest route with a fixed rhythm.Signs of production organization of production:1. The whole work is divided into individual operations, which have been long fixed for jobs.2. Specialization of jobs in performing primarily one-step process.3.The coordinated rhythmic movement of objects of labor.4.The movement of objects of labor with mechanized vehicles.5. Lodging jobs in the course of the process.Key element – the production line – a combination of jobs that are installed during the manufacturing process. Mass production klassificeret:1. Item release:- continuously threaded one subject, which is fixed the machining and Assembly of one product, constantly stream a lot of detail, which is made of similar technology and design of the product, without any equipment changeover.2.According to the method of treatment fixed products group, which treated a similar design and technology details. While the transition from one product to another, changeover is not possible - a variable flow, which is alternately treated with a similar design and technology of a product, but when switching from one product to another is the changeover.3. The degree of continuity:- continuous – operation time equal to or multiple of the beat of the production line. Used parallel type of movement of objects of labor.Backlogs in production are not formed, is discontinuous (straight-through) operation not aligned with the beat of the production line. For more labor intensive operations are formed the groundwork for processing which creates few jobs.4. Scope of production:- district,- shop,- interdepartmental, end - to-end...Organization of mass production requires preparatory work and calculations.Preparatory work:1. The stability of the product range.2. The use of standardized parts and components.3. The minimum complexity of the product.4. Synchronization operations.Synchronization – the alignment of the duration of operations on the production line tact, that is, equality or a ratio of operation time to the beat of the production line. Synchronization methods:1. Selection of appropriate equipment and treatment regimens.2. Division of labour-intensive operations into several independent.3. The combination of several operations into one.4. The creation of labor-intensive operations multiple jobs.

15 Organization of the production infrastructure. The production structure of the enterprise is called its division into departments (production, shops, sites, farms, services, etc.), carried out according to certain principles of their construction, interconnection and placement. The most important principle of the formation of the production structure is the division of labour among its individual elements, manifested in interplant specialization and cooperation of production. In line with this and depending on the scale of the enterprise and the complexity of the manufacturing process of products every industrial enterprise, is dissected as a major division (first level): workshops, production, economy, and smaller units (second level): stations, offices, and workplaces. The work units that make up the production infrastructure of the enterprise is being built in two areas: 1)the first napravlennaya with the implementation of production functions; divisions of infrastructure businesses to perform these functions are combined in a secondary production, which includes: tool, die, model shop fixtures included in the tool stock of the company; the shop of spare parts, which is part of the repair services; boiler, generating plants, transformer substations, energy management, etc.; 2)the second napravlennaya with production service and includes transport and storage facilities, mechanical repair, electrical repair, construction repair, electric power plants, the Department of technical control, auxiliary centralized service and main shops. The organization of instrumental support of production In industrial enterprises used a large number of tools and other technological equipment (20-30 thousand sizes). In this case, engineering costs of tooling is from 3 to 20% of production costs depending on the type of production and products.Therefore, support of production tooling significantly affects the economic performance of the main production. The absence of any types and sizes of tool calls for the rejection and production delays.The main objectives of the tool ensure production is ensuring the production process in all its parts necessary tool and•technological equipment in accordance with production targets, maintaining inventory levels of tools and equipment and ensuring the rhythm of the production process.The solution of these tasks is imposed on the tool stock of the company comprising the following divisions:administration (the instrumental Department, Bureau of tool management workshops), tool production (tool shop, parts for repair, restoration and sharpening of the tool, the parts of the Assembly USP); warehouses (Central tool storage (CIS), Central warehouse of abrasives, warehouse, tooling, IRK in plants); the management bodies about the instrumental

16 Organization of production processes in time the Development of forms of organization of production in modern conditions the Principles are assumptions based on which implemented the construction, operation and development of the production process.The principles of organization of the production process is one of the fundamental conditions of efficiency of activity of the enterprise.Basic principles of organization of the production process-- The principle of proportionality(Proportional to output per unit of time of all production departments of the enterprise (departments, sections) and separate jobs).The principle of differentiation (separation of the production process of manufacturing products of the same name between separate divisions of the enterprise (e.g., creation of production sites or shops for technological or substantive basis)).The principle of combining(Merging all or part of the various processes for the production of a certain type of products within one of the site management, production). The principle of concentration(Concentration perform certain manufacturing operations for the production of technologically similar products or implementation of functionally homogeneous works in certain areas, workplaces, in workshops and production plants). The principle of specialization (Forms of division of labor in the enterprise, in the shop. The consolidation of every enterprise Department limited range of jobs, operations, parts or products). The principle of universalization(Opposite to the principle of specialization. Each workstation or production unit engaged the manufacture of products and parts a wide range or performing various manufacturing operations). The principle of standardization (Under the principle of standardization in the production process understand the development, establishment and application of uniform conditions for the best flow). The principle of parallelism (Simultaneous execution of technological process on some or all of its operations. The implementation of the principle significantly reduces the production cycle of the product). Economic efficiency of rational organization of the production process is expressed in reducing the duration of the production cycle of products, to reduce costs of production, improved utilization of fixed assets and increase working capital turnover. 1.2 Development of forms of organization of production in modern conditions.One of these forms, which found application in modern conditions, is a modular form.A modular form of production organization involves the concentration at the site of the whole complex of technological equipment required for continuous production of a limited range of products, enterprises and groups of workers in the production of the final product with the transfer of the functions of planning and production control in the area. The economic basis for the creation of such productions are collective forms of work organization.The work in this case is based on the principles of self-government and collective responsibility for results. The main requirements to organization of process of production and labour in this case are creating an Autonomous technical and instrumental production service; achievement of continuity of production process on the basis of rational calculation of resource requirements with an indication of the spacing and timing of supply; provision of contingency capacity machining and Assembly departments; accounting of assigned span of control when determining the number of employees; selection of the working group and taking into account the full interchangeability.Another direction of development of forms of organization of production is the transition to the Assembly of complex units bench method, the rejection conveyor Assembly through the organization of mini-stream. First mini-thread was introduced by the Swedish automobile firm Volvo.The production here is organized as follows.The whole build process divided into several major stages. At each stage, operate a working group 15-25 collectors. Team is located around the outer walls of the quadrangle or a Pentagon, inside which are located the offices with necessary at this stage of the Assembly parts. Cars going on a self-moving platforms, moving on extended operations within a given stage. Each worker completes its operation. The principle of flow with such a build system is fully preserved, since the total number of the same parallel stands is that this is the average specified tact flow. Economic efficiency of rational organization of the production process is expressed in reducing the duration of the production cycle of products, to reduce costs of production, improved utilization of fixed assets and increase working capital turnover.1.2 the Development of forms of organization of production in modern conditions One of these forms, which found application in modern conditions, is a modular form.A modular form of production organization involves the concentration at the site of the whole complex of technological equipment, necessary for continuous production of a limited range of products, enterprises and groups of workers in the production of the final product with the transfer of the functions of planning and production control in the area. The economic basis for the creation of such productions are collective forms of work organization. The work in this case is based on the principles of self-government and collective responsibility for results. The main requirements to organization of process of production and labour in this case are creating an Autonomous technical and instrumental production service; achievement of continuity of production process on the basis of rational calculation of resource requirements with an indication of intervals and delivery times; provision of contingency capacity machining and Assembly departments; accounting of assigned span of control when determining the number of employees; recruitment group is working to ensure full interchangeability.Another direction of development of forms of organization of production is the transition to the Assembly of complex units bench method, the rejection conveyor Assembly through the organization of mini-stream. First mini-thread was introduced by the Swedish automobile firm Volvo.The production here is organized as follows.The whole build process divided into several major stages. At each stage, operate a working group 15-25 collectors. Team is located around the outer walls of the quadrangle or a Pentagon, inside which are located the offices with necessary at this stage of the Assembly parts. Cars going on a self-moving platforms, moving on extended operations within a given stage. Each worker completes its operation. The principle of flow with such a build system is fully preserved, since the total number of the same parallel stands is that this is the average specified tact flow.

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