1 Concept about processor approach to a control system at the enterprise (organization)
Any activity or complex of activity in which resources for transformation of entrances to exits are used, can be considered as process.
Productively to function, the organizations have to define and operate the numerous interconnected and interacting processes. Often the exit of one process forms directly a following entrance. Systematic identification and management of the processes applied by the organization, and especially interactions of such processes, can be considered as "processor approach".
The quality management system based on processor approach described in family of the ISO 9000 standards is given in figure 1. It shows that interested parties play an essential role in representation of entrance data to the organization. Supervision over satisfaction of interested parties demands an assessment of information, interested parties of extent of performance of their requirement and the expectations concerning perception.
Processor approach is in details formulated in the 4th principle - Processor approach. The version of the ISO 9000-2000 standards of year has a new view on system which assumes algorithmic approach to design of the quality system as sets of the interconnected processes.
Thus each process is considered as system with following from here consequences:
1) the entrance and results of process have to be defined and measured accurately;
2) consumers of each process are defined, their requirements are identified, their satisfaction with results of process is studied;
3) interaction of this process with functions of the enterprise is established;
4) each process has to cope and be established powers, the rights and responsibility for management of process;
5) at design of process it is necessary to define its resource providing.
Coordination of quality management with business processes is necessary for realization of process approach at introduction of MS of ISO 9000.
Processes are understood as logically ordered sequence of the stages (steps, elements) transforming entrances and exits.
The example of model of process is given in figure 55.
Somewhat such understanding of processes closely to idea of algorithms. It is connected with that in our life information technologies take root more and more, and they do not know other language. Besides, representation of process in the form of algorithm has advantages in its presentation, so, and in faster perception for the performer.
2 Processes can be divided into two groups: the main and auxiliary.
The first group included processes which results is creation of production, its sale and maintenance. Usually such processes are called business processes. They are characterized first of all by that have the specific consumer ready to pay for results of business process (section 7 of the ISO 9001 standard).
The second group processes of management and the providing processes - purchases make, metrological and information support (sections 6 and 8 of the ISO 9001 standard).
Key benefits:
processes are carried out in the operated conditions;
integration and alignment of those processes which will promote in the best way achievement of desirable results;
results of process are predictable;
orientation on continuous improvement.
The principle 5 - system approach to management.
This principle is closely connected with previous and with idea of the quality system as about set of the interconnected processes. On the basis of knowledge of it design of system is reached in the most effective way. System approach assumes also continuous improvement of system through measurement and an assessment.
This principle assumes an agreement of all processes in uniform system. System approach demands coordination of all aspects of activity of the enterprise. For this purpose it is necessary to specify first of all tasks within the concept of quality with mission of the enterprise and its strategic objectives. It is necessary to develop the mechanism of operational planning and bringing plans to each performer. The problem of estimation of results of activity of the enterprise is closely connected with the organization of process of planning. Long time as an assessment the financial activity important first of all for owners, investors, shareholders was used. But recently such criteria of an assessment as satisfaction of clients, efficiency of processes, satisfaction of own employees were added.
Key benefits:
expenses due to effective use of resources decrease;
continuous improvement of activity of the enterprise due to system approach;
providing confidence to interested parties in efficiency of the enterprise.
The principle 6 - continuous improvement.
Continuous and continuous improvement - one of the purposes of the enterprise.
At any enterprise there is a certain level of deficiency. Statement of the purpose of decrease in this level will promote continuous improvement and improvement. Realization of this principle first of all demands a certain reorganization of consciousness and formation from each employee of the enterprise of need for continuous improvement of production, processes and system in general.
As a rule, achieve it not large-scale actions, but small steps, but constantly and everywhere. Quite so Japanese automobile firms got on the American market. Systematically improving processes, they had an opportunity gradually to reduce the prices, and not due to decrease in the income, and thanks to quickly growing gap between prime cost and the price. Such reduction of price conducts to expansion of a market niche, and it leads to decrease in prime cost.
But each improvement begins with the person - his improvement, knowledge acquired by it, skills, abilities, personal qualities.
The following step - improvement of work of team and involvement of the personnel.
The principle demands a certain knowledge and application of certain methods and approaches, such as a cycle of Deminga, Pareto's chart, control maps. For stimulation of process of improvement the atmosphere of their recognition has to be created.
Continuous improvement of environment and people creates prerequisites for improvement of business processes.
3 System approach
System approach to management: Identification, understanding and management of the interconnected processes as system make a contribution to productivity and efficiency of the organization at achievement it is more whole.
Application of system approach to management of all processes of the enterprise is an implementation in the organization of the activity directed on:
- structuring system by establishment and development of the system of the processes providing achievement of the set purposes of the organization;
- creation of such system at which the set objectives are achieved in the most effective way
- understanding of interdependence between processes in system
- establishment is more whole also definition of that as concrete services in system of achievement of the established purposes have to interact
- continuous improvement of system by means of estimation and measurement
- definition first of all opportunities and resources, and then making decision on action
At system approach full use of feedback with the consumer for development of strategic plans of the enterprise and plans for quality taking into account planning of each component of system became possible.
4 Most widespread way of improvement of business process - use of a cycle of V. Shukharta-E.Deminga "Plan-Do-Check-Act (PDCA) - an improvement cycle (planning - implementation - check - the correcting actions, improvement). The cycle is presented graphically in the form of the circle divided into four parts (figure 1). Each segment clockwise means one of four consecutive actions:
▪ planning - what to do how to do and that for this purpose is necessary;
▪ implementation - do that is planned
▪ check - as results correspond to the plan;
▪ action - how to improve next time.
The figure 1 Scheme PDCA - an improvement cycle.
When carrying out improvement it is necessary to consider three major factors which are negatively influencing quality: losses, discrepancies and irrational actions.
Carrying out the analysis of business processes, it is necessary to raise four main questions:
▪ that: what exactly becomes in this process or operation?
People ▪ why: Why it becomes and whether it is possible not to do it?
▪ where: where it becomes, whether it is better to do it in other place?
▪ when: when it becomes, maybe, to do it sooner or later better?
At realization of this principle use so-called seven simple instruments of statistical quality control. The most popular is carrying out the analysis on the basis of the scheme Isikava which is based on four "M" (cars, people, technology, raw materials). This approach is directed on team work, assumes involvement of all personnel in activities for improvement of processes, prevention, repair, service.
At the same time practically any enterprise faces need of radical reorganization of bases, structures, technologies. Such perfection is called as reengineering or reorganization of business.
Key benefits:
▪ aiming at achievement of strategic objectives of the enterprise;
▪ increase of organizational opportunities due to involvement in activities for improvement of all personnel;
▪ fast response to favorable opportunities.
Control questions:
1 Give definition to the term "process"
2 In what principle of QMS it is formulated definition "process approach"
3 On the example of the concrete enterprise define the main and auxiliary processes
4 Key benefits from application of process approach
5 Give definition to the term "system approach"
6 Give an example of a system campaign to quality management at the enterprise
7 Tell about V. Shukharta-E.Deminga's cycle. Give a concrete example
8 Key benefits of application of a cycle of improvement
Literature
Лапидус В.А. Система статистического управления процессами. Система Шухарта // Методы менеджмента качества. Надежность и контроль качества, № 5, № 6, № 7, 1999;
Мазур И.И., Шапиро В.Д. Управление качеством: учебное пособие. - М.: Высшая школа, 2003. - С. 75-77.
Современное управление качеством на предприятиях: методы, инструменты, рекомендации. А.Ю. Афонин, В.А. Васильев, С.В. Васильева, П.В. Москалев, С.А. Одиноков, В.С. Родионов, М.А. Скворцов. - М.: ИТЦ «МАТИ» - РГТУ им. К.Э. Циолковского, 2002.
Аристов О.В. Управление качеством: Учеб. пособие для вузов.- М., 2007
Lecture 11
Theme: Information support of quality systems – CALS, ARIS – technologies. Application of the computerized technologies of the electronic description of processes of development, a complete set, production, modernization, sale, operation, service and production utilization.
Lecture plan:
1 Introduction
2 History of development of CALS-of technologies
3 Concept of CALS
3.1 Main definitions
3.2 The tasks solved by means of CALS technologies
3.3 Advantages of CALS technology