QMS processes related to external customers. Business processes are the basis for effective enterprise management

Customer satisfaction in modern business management systems is becoming the main indicator of the success of enterprises and organizations. The competitiveness of a company directly depends on the degree of consumer satisfaction with the goods and services produced. Customer focus is the basis for an organization's survival and success. K. Cochran makes three fundamental statements regarding customer centricity:

• 1. All organizations have clients.
• 2. All organizations have a natural tendency to become inward-oriented rather than focusing on customers.
• 3. All organizations have competitors who are ready at any moment to replace those companies that have ceased to focus on customers.

The consumer is the only reason for the existence of any company. However, due to natural reasons, companies experience a lack or weak consideration of consumer interests and a lack of a customer-oriented business model.

Every person, to one degree or another, has a need for social utility. It is probably precisely this circumstance that sometimes prevents managers from noticing: what the company produces, or more often in what form it produces it, is not needed by anyone. I really want something that I/we created, that I believe in, to be needed by someone else. “We must create demand” - this slogan is increasingly used by company leaders. Of course, this is necessary, especially for an innovative product. But not in a situation where demand has already been determined, sales are taking place and the voice of a buyer is heard who is ready to give his money, “but on the condition that...”. Many companies, even in a competitive environment, find it difficult to answer the question: “who is the consumer of our goods and services.” Not everywhere records of contacts with clients are kept, there are no channels and means for processing client opinions, not to mention a set of measures to retain clients.

A study by Saunders & Wong (1993) showed that successful companies, regardless of their country of origin, are characterized by 4 components (Fig. 5):

• 1. Ideal products/services.
• 2. The actions of the companies are verified and effective.
• 3. A creative approach is implemented in personnel management and leadership.
• 4. Professional marketing operates on a regular basis (monitoring the environment, markets, competitors, making changes, strategic planning with determining the contribution of each to the overall result).
• (Core Value) (Efficiency)

(Understanding market needs) (Creativity)

Figure 5. - Components of enterprise success

Peter Drucker's theme of looming global competition echoes MacDonald's conclusion: “Firms that cannot demonstrate their compliance with independent international marketing standards will soon be unable to communicate with the world's leading companies.” Therefore, we should not strive for formal compliance with the ISO 9000 standard, but for genuine quality, defined by competitive leaders and aimed at the consumer.

International experience shows that from 20 to 90% of all product improvement projects fail only because of an erroneous opinion about the state of the market, on the basis of which decisions about the company's business strategy are made. The following points may explain this situation:

• - there is no full assessment of what consumers really want and how much they are willing to pay for it; decisions are not based on specific facts characterizing the market;
• - companies have insufficient knowledge about their product in the period leading up to its appearance on the market, and at the same time they neglect experimentation to improve the product and processes at an early stage of their design, thereby missing the opportunity to improve the quality of the product at lower costs.

The fact of non-compliance with consumer expectations for the value of the product and its cost must be established at the earliest stages of the product's life cycle, and for this it is necessary to have the most complete information based on facts, and then the likelihood that the product will its appearance on the market will not meet the requirements for it.

It is known that consumers are interested not only in the quality, but also in the price of products. If the quality and reliability suit him, then the issue of cost is decided by the consumer, based on his financial capabilities. Another formulation of this problem is possible: first, financial capabilities are determined, and then the best quality product is searched for at an affordable price.

It is the satisfaction of the expected needs of the consumer that pushes the manufacturer to produce ever new products and services, of ever better quality, increasing the range, warranty service, etc., in order to take away its consumer from a competitor.

Competitiveness is a property of an object, characterized by the degree of actual or potential satisfaction of a specific need by it in comparison with similar objects presented on a given market. It determines the ability of an object to withstand competition with similar objects in a given market.

Factors of product competitiveness in specific market conditions are:

• 1 Quality.
• 2 Price.
• 3 Consumption (operation) costs.
• 4 Quality of service.

The importance of factors, with quality being a priority, is expressed by the approximate ratio: 4: 3: 2: 1.

If the enterprise’s quality system is considered as a means of ensuring a stable position of the enterprise in the market (and this is exactly how it should be viewed), then, obviously, the market is the main judge in answering the questions of whether the system is needed or not, and what it should be like. Therefore, the fundamental issue in determining the strategy for choosing a quality system is the analysis of the market for which the enterprise operates.

The modern market, in which goods move quite freely, without significant restrictions, is called the “global market”. The creation and further expansion of economic zones such as the European Community strengthens the process of globalization.

The global market is not only a name, but also characteristic features that fundamentally distinguish it from the world market of 20 - 30 years ago.

From the point of view of the issue under consideration, the characteristics of the global market are of fundamental importance:

• - saturation of goods: supply on the market significantly exceeds demand, there is a wide variety of goods of the same functional purpose;
• - consumer awareness: the consumer, as a rule, knows what he wants and has plenty to choose from;
• - market variability: the dynamics of scientific and technological progress, the rapid development of high technologies, constant changes in supply and demand due to the simultaneous operation of a large number of competing manufacturers of the same product in the market.

The given characteristics of the global market actually predetermine the criteria for the competitiveness of goods and the priority of these criteria. There are six main competitiveness criteria that are decisive when choosing a product:

• - Product quality. The modern concept of product quality is meeting consumer expectations and more than modern, these products must delight the consumer. All other things being equal, the consumer naturally gives preference to a more attractive, safer, more reliable product. And, as already noted, he has plenty to choose from on the global market.
• - The price of the product. The price of a product, as a rule, depends on the class of the product and is aimed at a certain level of solvency. Within this level, other things being equal, the higher the competitiveness of an enterprise, the more opportunities it has to reduce the price of a product. Accordingly, these opportunities depend on the actual costs of the enterprise to create the product and deliver it to the market.
• - Delivery time. The more opportunities there are to strictly comply with contractual delivery dates, the higher the competitiveness of an enterprise. In some cases, this factor plays a larger role than price.
• - Cost of operation. Many consumers think about the total costs associated with the purchase of a product and its subsequent operation (maintenance costs, fuel, repairs, etc.). Therefore, other things being equal, products with a lower operating cost have advantages.
• - Ease of maintenance. In this matter, first of all, the fundamental availability of service for maintenance and repair of products and its accessibility play a significant role. A good class car, affordable, and economical to operate may not be attractive if there is nowhere to service and repair it.
• - Trust in the product. Trust in a product is an additional fact to those listed above, but is often an integral factor of competitiveness. Trust is determined by the manufacturer’s image, formed as a result of impeccable long-term work in the market. One way to gain trust is to certify a manufacturer's product or quality system with reputable certification bodies.

Of the above criteria, the first three are usually the most important. At the same time, product quality has the highest priority. A strategy in which quality is given priority is a strategy designed for a long-term stable position of an enterprise in the global market.

If you change priorities, for example, to ensure high profits by reducing product costs at the expense of quality, then such a strategy may give a short-term effect, but will ultimately lead to the company leaving the market. This strategy is typical for “moth enterprises”, i.e. short-lived enterprises.

Thus, in a global market, for enterprises striving for a stable position in the market, management is needed that provides advantages over competitors in matters of quality, price, delivery time, etc. At the same time, the property of market variability requires that the management system be flexible and also had the property of variability and the ability to adapt to market changes.

The mechanism for solving this problem has been theoretically known for a long time. This is the so-called “Deming chain reaction” (Fig. 6). Such a “chain reaction,” led by quality improvement, triggers a positive feedback mechanism, creating the prerequisites for continuous improvement of all aspects of the “manufacturer-consumer” enterprise system.

Figure 6. - Deming chain reaction

The process-based quality management system described in the ISO 9000 family of standards demonstrates that customers and other interested parties play a significant role in providing input to the organization. Monitoring customer satisfaction requires assessing information regarding customers' perceptions of the extent to which their needs and expectations are being met. A model of a quality management system based on a process approach is presented in Figure 7.

Figure 7. - Model of a quality management system based on a process approach

According to the requirements of GOST R ISO 9001-2008 for processes related to consumers, the organization must:

• - determine the requirements related to the product;
• - analyze requirements related to products;
• - identify and implement effective measures to maintain communication with consumers regarding:
  • a) information about products;

b) the passage of inquiries, contracts or orders, including amendments;

c) customer feedback, including customer complaints.

The organization must know its customers, focus on their needs and be ready to adapt to their requirements. During communication with the client, the internal processes of the organization are outlined depending on his requirements, desires and preferences, and, if possible, then expectations. So, if after-sales service is important to the client, then we, naturally, must take this into account in our actions and provide appropriate processes.

Consumer requirements include:

• - price and terms of delivery;
• - design;
• - safety;
• - reliability of information;
• - guarantee period;
• - production and delivery times;
• - after-sales service;
• - assistance in using products, etc.

There are three sources for collecting information about consumer opinion (Figure 8). Each source has its own appeal, costs associated with collecting information, and reliability.

Figure 8. - Sources of information about consumer opinion

• 1. Internal sources in the organization - business owners, senior management, middle management, “people from the front line.”
• 2. External sources - not consumers: marketing agencies, public opinion research institutes, media, etc.
• 3. External sources - consumers.

There are currently a huge number of methods available to capture customer perceptions. These are questionnaires, telephone reports, field reports, cards with clarification of order parameters, open days for clients, focus groups, secret clients. All of these methods can provide valuable information, but no matter which set of methods is used, be sure to take action on the results.

Measures taken should be aimed at increasing customer satisfaction and loyalty.

Despite the variety of definitions of the concepts of satisfaction and loyalty, almost all researchers correlate satisfaction with expectations, where expectation is a belief, a belief regarding what the characteristics of a product or service will be. Satisfaction arises from the fact of using the product; the consumer’s assessment “I am 100% satisfied” means that he received everything he expected or required.

There are different approaches to defining loyalty, including loyalty as behavior, loyalty as attitude, and loyalty as share of consumer spending. Recently, increasingly, the concepts of satisfaction and loyalty are united under a common direction - customer satisfaction (Customer Satisfaction), which implies a management function aimed at ensuring and measuring satisfaction and/or loyalty.

The second title of the article: “Marketing as a strategy for designing a quality management system.”

The famous saying of the ancient Greek philosopher Aristotle “the whole is greater than the sum of its parts” in relation to a system means that the efficiency of the system is greater or higher than the efficiency of its individual components or elements. The same applies to the quality management system (QMS), i.e. the efficiency of the QMS is higher than the efficiency of the system components separately.

To achieve this in practice, it is necessary to clearly define the components of the system and their boundaries, and determine the connections between them. The connections between the components of the system are information, material flows and functional connections. One must learn to manage these flows of information and materials or functional connections, record the results of management, analyze their implementation and outline measures to improve the management of these parts of the system.

In formal mathematical language, a system can be represented as a space. In relation to the QMS for the production of flux-cored wire (PP) for the technology of out-of-furnace processing of metallurgical melts (OOMP) and devices for manufacturing PP and its introduction into the melt, this space, as an ordered set of elements, can be written by the formula

where C is the environment for which the products are supplied, i.e. these are metallurgical enterprises that operate using the technology of out-of-furnace processing of metallurgical melts and it is necessary to market this environment;
C - the goals of designing a quality management system;
T - technical part of the system;
P - operating modes of the system;
R - relationships between the named components of the system.

Graphically, this equation can be represented as a graph (Fig. 1). Elements of the system in the form of circles with text are the vertices of the graph, and the line segments connecting the circles are the relationships between the elements of the system - the edges of the graph.

Fig. 1 Quality management system in the form of a complete graph

The design system includes a number of interrelated stages. This is marketing the environment that will be served by the designed QMS, the supplied products, generating ideas using special methods to improve the products manufactured and supplied to the consumer, optimizing standard size ranges of products (PP brands, TA models)

The term “design” should be understood as the entire process of creating and preparing for the implementation of BOMR technology. And this is the study and determination of the composition of PP for processing metallurgical melts, the technology of its production and the technology of introducing into the melt (how many wires to introduce, what grades, at what speed, what volume). The latest data are the starting point for the design of technological complexes for introducing PP into the melt. The interconnected implementation of these stages corresponds to the principles of a systematic approach and should be carried out within the framework of the factory quality management system. Only this approach contributes to a significant increase in the efficiency of BOMP technology in metallurgical production.

In a market economy, marketing research acquires special importance, which must be carried out taking into account the general achievements of marketing theory and practice, as well as the specifics of specific products, in our case, flux-cored wire and technological complexes for its introduction into the metal melt.

Assessing the state of quality and ways to improve it requires the QMS to develop certain decisions. The QMS necessarily includes a person - personnel of structural units or components of the system, who plans, carries out actions, analyzes them and develops decisions to improve activities based on facts. Therefore, according to the terminology and classification of the theory of systemology, QMS is complex (since it develops solutions) and large system (since a person functions in it). In addition, the QMS is a combination of individual systems from different hierarchies or parts (the technical part - equipment, instruments, devices and the social part - the people serving them), which allows us to consider it mixed system .

So, the final quality management system for the production of flux-cored wire for out-of-furnace processing of metallurgical melts, technological equipment for its production and devices for its introduction into the melt - it is a complex, large and mixed system.

OJSC “Plant “Universal Equipment” has created a quality management system (QMS), which is consumer-oriented through the fact that:

• the plant's QMS processes have been identified, which are clearly understood and can be managed and improved in terms of effectiveness and efficiency. Process diagrams, process control flowcharts and a plant QMS process map are given below;
• The characteristics and indicators of the plant's QMS processes have been determined, which are set out in Appendix A below.
• the process of incoming inspection of materials is carried out by the testing laboratory of Arksel LLC under a contract or letter of guarantee. This process is subject to internal audit to monitor compliance with the material requirements for the production of the plant's products.

From the requirements of Section 2 Basic provisions of the quality management system and subsection 2.4, as well as Section 4 Quality management system and subsection 4.1 General provisions, the following conclusions must be drawn:

• QMS processes must be manageable;
• the main method of process management is the Deming cycle “Plan - Do - Control - Analyze” ();
• the measures necessary to achieve the planned results should be constantly taken, i.e. processes need to be managed based on an analysis of their effectiveness;
• the effectiveness of the process should be considered as the degree of implementation of planned activities and achievement of planned results;
• continuity of control is ensured at the interface of processes, i.e. at the so-called interface points of processes;
• it is necessary to determine the criteria and methods necessary to ensure the effectiveness of the process.

The factory quality management system adopts the following concept of the process model (Fig. 1 and 2)

Rice. 1 QMS process diagram

Fig. 2 QMS process control diagram

Control processes (Fig. 1) generate restrictions on process control - these are the Laws of Ukraine and the states where the plant’s products can be sent, the Quality Policy proclaimed by the plant’s management, regulatory and technical documentation (s, specifications, etc.) for flux-cored wire and its components, to technological complexes for its introduction into the melt.

Supporting processes (Fig. 1), which generate actions (efforts) to achieve specified process output requirements. Essentially, this is work in managing processes while moving towards a goal. This includes service personnel, equipment, materials, finances and everything that is necessary to achieve the planned results.

What is process management and what are the features of implementation in a factory QMS? Process management is the ABC of any management system, and without the ABC, high-quality management is impossible. Management always involves purposeful (i.e., to achieve a goal) action, which is carried out in a variety of ways - by transforming connections in the system, performing actions, correcting control algorithms, varying parameters, etc. Management management means making certain efforts to influence the process to achieve the goal.
Thus, in an enlarged form, the QMS process control algorithm is:

1. defining the goal(s) of the QMS process;
2. carrying out activities to achieve the goal of the process.

It is the activities that need to be managed to achieve results that meet the specified requirements, i.e. goals.
The most famous management method in quality management is following Deming's PDCA principle or cycle. This consists of 4 steps: Plan - define goals and plan activities; Do - carry out planned activities; Chek - control and check the implementation of activities; ACT - evaluate, analyze the degree of achievement of goals from completed activities, formulate new activities aimed at improving the achievement of goals and repeat the PDCA cycle again.

Today, two concepts of process models are common in quality management systems: the technological concept and the managerial concept of the process model. Considering that the plant's QMS being developed relates to engineering activities, we accept the technological concept of the process model. We consider the QMS process by analogy with the production technological process, i.e. the output is “product” (product, material, set of design and technological documentation (CD and TD), tools, etc.

How to select process outputs, i.e. determine its goals in the QMS? The goal of any process should be to satisfy the needs of the plant’s QMS, arising from the Quality Objectives, as well as to satisfy the requirements of the internal customer (consumer) of the process outputs. It follows that the goals of the process should be such that: a) satisfy the Consumer (internal or external) in terms of quality of execution, deadlines, etc.; b) contribute to the achievement of plant Quality Objectives.
Achievement of the objectives of the QMS process must be assessed. For this purpose, indicators of the quality of process management are introduced. Indicators of the quality of process management evaluate the approach to the goal and, in a sense, replace goals. Indicators are required to be as close as possible to the goal, so that management by indicators corresponds to the maximum approach to the goal, i.e. an indicator is in some way a similarity to a goal, its approximation, a model. It must be such that the decision maker can reliably assess the degree of achievement of the goal and make an appropriate decision on this indicator. The set of indicators used should be complete - covering all important aspects of the process, effective - could be usefully used in management, non-redundant - would not duplicate other process indicators.

• reflect the requirements of consumers (downstream processes, i.e. internal consumers) and other interested parties;
• reflect the measure of achievement of the set goal, i.e. characterize the result of the process;
• reflect the own internal goals of the process (division);
• be quantifiable;
• can be used for comparative assessment of the quality of activities;
• reflect losses (additional costs) on the activity management process.

The factory QMS adopts the following most important processes, named in the table below.

The most important QMS processes of the plant

Strategic processes	Basic Process	Helper Processes
Plant QMS management		Infrastructure management
Analysis of customer requirements and satisfaction, conclusion of a contract		Human Resource Management
Management review		Document management
		Quality records management
	Instrumentation management	Production environment management
	Product Nonconformity Management
	Control of CD and PD

Below are diagrams of strategic and basic QMS processes and flowcharts for managing these processes in a factory QMS.




Process owner: Head of Commercial Department
Co-owners of the process: Head of Foreign Economic Activity Department

Block diagram
process management Procurement management

Process owner: Head of Production Department
Co-owners of the process: Head of the flux-cored wire production workshop

Process owner: Deputy Chief Mechanic
Co-owners of the process: Master MSU OGM

The QMS process “System Management” (the owner of the process is the general director of the plant) at the input receives information in the form of recommendations for improving activities from the process “Analysis by Management” (the owner of the process is the chief engineer of the plant), and at the output of this system management process we get:

1. strategic planning;
2. Policy, Goals and objectives in the field of quality;
3. provision of resources;
4. management decisions (corrective actions) to improve the performance of the QMS.

The documented procedure PR 5.1 - 027 - 05 is used as a means of controlling this process.

The outputs of the “System Management” process are inputs for many QMS processes of the plant. Thus, the Policy, Goals and objectives, which are proclaimed annually, are the inputs for all QMS processes and the process owners and department heads are transformed into local goals and objectives of the departments, the solution and achievement of which makes it possible to achieve the declared factory goals.

The output of the “System Management” process “Strategic Planning” is the input for the process “Analysis of requirements and customer satisfaction and conclusion of a contract”, in which, together with the input “Customer Requirements”, it turns into contracts and technical specifications for the design and development of cored wire, types which are absent in TU U 27.3 - 05400783 - 006 - 2003 with Amendment No. 1 and on the design of technological complexes for its introduction into the melt. As a means of controlling this process, the enterprise standard STP 05400783 - 5.2/7.2/8.2.1 - 018 - 2008, 2nd edition is used. The material and human resources of the Department of VOMR, VET and PEO are used.

“Analysis of requirements and customer satisfaction and conclusion of a contract” in the form of technical specifications (TOR) for new brands of PP and TA models are inputs for the “Design and Development of Products” process, the output of which is a new brand of PP cored wire, which is not included in TU U 27.3 - 05400783 - 006 - 2003 with Amendment No. 1 and the design of a technological complex for its introduction into the melt. As a means of controlling this process, STP 05400783 - 7.3 - 021 - 2008, 2nd edition is used. Material and human resources of PKO, PTO and TB OGM are used (technological control of design documentation in accordance with the requirements of GOST 2.121 - 73 and GOST 14.206 - 73).

The outputs of the “Design and development of products” process in the form of technological tasks (TLZ) for the production of PP or a set of design documentation (CD) for the design of a technological complex are inputs for the processes “Management of flux-cored wire production” and “Management of mechanical assembly production of the plant”, the outputs of which are plant products in the form of coils of flux-cored wire and technological complexes for its introduction into the melt, supplied to consumers under concluded contracts. As a means of managing this process, enterprise standards STP 05400783 - 7.5 P - 024 - 2008, 3rd edition and STP 05400783 - 7.5 M - 025 - 2008, 2nd edition are used. The material and human resources of the Central Processing Center and the local self-government department of the OGM are used.

The outputs of the processes “Management of flux-cored wire production” and “Management of mechanical assembly production of the plant” in the form of an application for materials for flux-cored wire and in the form of limit cards for materials and PKI for TA and STO are inputs for the process “Procurement management” of raw materials, materials for PP and imported PKI for TA and service stations, as well as raw materials, materials, PKI, tools, equipment for TA and service stations. As a means of controlling these processes, the enterprise standard STP 05400783 - 7.4 - 022 - 2008, 2nd edition is used. The material and human resources of the commercial department, the logistics department, the accounting department and the central warehouse are used.

The outputs of the processes “Management of flux-cored wire production” and “Management of mechanical assembly production of the plant” in the form of specifications for measuring instruments and applications for its purchase are received at the input of the process “Management of devices for monitoring and measurements”, the output of which is the measuring equipment verified in the Gosstandart bodies (SIT). ). As a means of controlling these processes, the enterprise standard STP 05400783 - 7.6 - 026 - 2008, 2nd edition is used. Material and human resources of the TB OGM and accounting department are used.

The outputs of the processes “Management of cored wire production” and “Management of mechanical assembly production of the plant” in the form of requests for repair and maintenance of equipment, for personnel training are inputs for the auxiliary QMS processes “Management of plant infrastructure” and “Human resource management”. And the outputs of these processes are properly repaired and timely maintained equipment, as well as competent and trained personnel. As a means of managing these auxiliary processes, enterprise standards STP 05400783 - 6.3 - 020 - 2008, 2nd edition and STP 05400783 - 6.2 - 019 - 2008, 2nd edition are used. The material and human resources of the OGM, OGE, transport department, communications department, office equipment and computer equipment are used.

The production environment is managed by the leading engineer for labor protection and technical supervision on the basis of legislative and regulatory acts on labor protection, industrial sanitation, fire safety by monitoring the compliance of the heads of plant departments with the requirements of these documents. The results of control are highlighted at monthly “Occupational Safety Days” and recorded in the minutes of this meeting. STP 05400783 -6.4 - 035 - 2008, 2nd edition is used as a control device

The results of internal and supervisory audits, as well as self-assessments, feedback from consumers, data on the functioning of processes, results of product monitoring, identified inconsistencies, the status of corrective and preventive actions, actions that followed previous analyzes are the inputs of the Management Review process. The output of this process is recommendations for improving the performance of the QMS, which are input to the QMS “System Management” process. As a means of controlling this process, the enterprise standard STP 05400783 - 8.2.2 - 027 - 2008, 3rd edition is used

The basis for launching materials and PKI into production are quality certificates for these materials, which the commercial service provides to product manufacturers along with the materials and PKI. In some cases, incoming inspection of materials is carried out. For example, in the manufacture of lifting devices and containers, as required by the Rules. The process of incoming inspection of materials associated with their chemical analysis and testing is carried out by other organizations under concluded contracts.

Appendix A

DEFINITION
characteristics and indicators of the plant’s main QMS processes

Target - ensuring the life of the plant on the basis of stable production and sales of flux-cored wire (PP) for the implementation of technology for out-of-furnace processing of metallurgical melts (EOMP) at metallurgical enterprises of Ukraine, near and far abroad and technological complexes (TA) for its input into the melt and technological equipment (STO) ) of its high quality production.

Continuation of Appendix A

DEFINITION
characteristics and indicators of auxiliary processes of the plant QMS

Target - ensuring the vital functions of the plant’s main QMS processes to achieve stable production and sales of flux-cored wire (PP) for the implementation of the technology of out-of-furnace processing of metallurgical melts (EOMP) at metallurgical enterprises of Ukraine, near and far abroad and technological complexes (TA) for its introduction into the melt and technological means equipment (service station) of its high-quality production

Literature

1. Kotler Philip Fundamentals of Marketing. Translation from English - M.: Progress, 1990 - 736 p.
2. Dyudkin D.A., Bat S.Yu. and others. Extra-furnace melt processing with flux-cored wires / Scientifically edited by Dr. tech. sciences, prof. Dyudkina D.A. - Donetsk, Yugo-Vostok LLC, 2002. - 296 pp., illus.
3. Morozov V.A., Dymarsky Ya.S., Elements of the control theory of GAP: Mathematical support. - L.: Mechanical Engineering, Leningrad. department, 1984. - 333 pp., ill.
4. Fleishman B.S. Fundamentals of systemology. M.: Radio and communication, 1982, 362 p.

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A special feature of the method for constructing a process map is the use of two axes that define its two-dimensional space (Fig. 20).

The first axis is a list of process actions (if it is possible to construct an algorithm for a process, then the axis becomes the axis of the sequence of actions or the time axis), the second is the value chain (in the general case it can take the form “supplier - process input - action - process output - consumer"),

Supplier, consumer, input and output are considered in this case as objects external to the process: inputs are supplied by other processes of the organization itself or external suppliers, and outputs (results) are needed by other processes of the organization itself or external consumers. Thus, suppliers and customers can be both external and internal to the organization itself.

Rice. 20. Logic and form of the process map

Procedure for drawing up a process map for analysis.

1. Gather information about the process. Such information can be obtained from existing process documentation and interviews with the heads of departments involved in this process and its implementers.

All information must refer to the situation "as is". All suggestions and opinions on improving the process expressed at this stage should be written down, but not taken into account when building the map “as is”;

2. Determine the place of this process in the organization’s process network (it is better if the organization’s process network is depicted in the form of a flowchart).

Clarify the name of the process based on its location in the process network and the information obtained in the first stage, and also formulate the purpose(s) of the process.

3. Determine the beginning of the process (an event that determines its start) and the end of the process (an event that indicates its completion).

4. Write down all the steps of the process on separate cards (stickers), without paying attention to their performers.

5. Write down the positions of the performers on the cards. If an action involves several performers (participants), then the position of the person responsible for performing this action should be entered on the card. Once completed, the card should look something like this:

Agree on payment terms with accounting department

Sales Manager

6. Draw a large sheet of paper in the form of a process map (Fig. 21).

7. Place the completed cards in the central part of the card from top to bottom in the form of a process algorithm or a simple list of necessary actions. The algorithm should reflect the situation “as is” (clause 6.3.2 of the Recommendations). When constructing the algorithm, use the symbols from the appendix. An object-event model can be used as a list of actions (clause 6.3.3 and Fig. 19).

8. Identify and enter in the appropriate columns of the map the main external inputs and outputs of the process, their suppliers and consumers, as well as the requirements for them or links to the relevant regulatory document.

9. In the “Records” column, enter the names of documents containing records of the results of the process.

10. Determine process performance indicators based on the purpose of the process and its outputs (results).

Rice. 21. Example of a process map

At the solution search stage (clause 6.2.2), the map reflects the group’s opinion about what the process should be (or what it could be). The final version of the map is agreed upon with stakeholders and approved by the process manager.

Typically such a map is included in the document defining the process;

At the stage of measuring the result (clause 6.2.4), the approved version of the map is used to audit the process and evaluate its effectiveness;

At the standardization stage (clause 6.2.5), the approved version of the map can be used as a documented procedure, for example, for training personnel, providing the process with resources, disseminating the experience gained to other processes.

Bibliography

1. GOST R ISO 9000-2001 Quality management systems.

Basic provisions

and a dictionary.

2. GOST R ISO 9001-2001 Quality management systems. Requirements.

3. GOST R ISO 9004-2001 Quality management systems. Recommendations for

improvement of activities.

4. R 50.1.028-2001 Information technologies for supporting life

product cycle. Functional methodology

modeling

5. GOST 701-90 (ISO 5807-85) Schemes of algorithms, programs, data and systems.

6. ISO/TK176/PC2 No. 544R Guidelines for a process approach to

quality management systems.

7. ISO brochure “Principles of quality management”

	Application
	Symbols used to construct a process algorithm	Process Elements
	Event that determines the start or end of a process	Receipt of a request for proposals, receipt of a new customer requirement
	Action and performer Conducting a meeting - director, telephone call - sales manager The moment of choosing alternative solutions. Question to answer:	accepted/rejected meets/fails criteria Was there a mistake?
	Is the form completely filled out?	Did you receive the message?
	Document	Report, completed form, meeting minutes
	Delay	Waiting for a message to arrive, waiting for the decision of the person in charge
	Move to next process element	After printing the document, it must be registered

Continuation

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The customer feedback process is an important part of the quality management system and should therefore be given adequate attention during third party audits. Customer feedback is one of the main performance indicators that can be used to judge the overall effectiveness of the QMS. It is therefore important for the auditor to verify that:

a) the organization’s communication channels with the consumer promote adequate awareness of the latter about the process through which consumers can provide feedback;

b) “inputs” to the customer feedback process include substantive (relevant), representative and reliable data;

c) these data are effectively analyzed and

d) the “output” of the process is information useful for analysis by management and other QMS processes from the point of view of increasing customer satisfaction and ensuring continuous improvement.

2. What are the requirements?

2.1. The overall purpose of ISO 9001, as stated in clause 1.1, is to specify requirements for a quality management system when an organization:

a) needs to demonstrate his ability consistently deliver products that meet customer requirements and relevant legal and regulatory requirements, and

b) has a purpose increase customer satisfaction through the effective application of the system, including processes for continuous improvement of the system, and ensuring compliance with customer requirements and relevant legal and regulatory requirements.

2.2. Clause 7.2.3 requires the organization“Identified and implemented effective measures to communicate with consumers regarding....

feedback from consumers, including consumer complaints" 2.3.» .

Clause 8.2.1 of ISO 9001 states: “ As one way of measuring how the quality management system is performing, the organization should monitor information related to the customer's perception of whether the organization has met its requirements. Methods for obtaining and using this information must be established The ISO/TC 176 Guide to Terminology (ISO/TC 176/SC 2/N526R) emphasizes that monitor. It is important for auditors to recognize that ISO 9001 clause 8.2.1 does not specifically require organizations to conduct formal customer satisfaction surveys or other activities to measure customer satisfaction, although this could of course be a useful tool in monitoring customer perceptions. It is therefore important that the organization tries to see things from the customer's point of view and monitored consumer perceptions. May be appropriate in some situations satisfaction measurement consumer, but this is not a direct requirement of the standard.

Note . In addition to these specific references to the customer feedback process, there are a number of indirect references throughout the standard that the auditor needs to take into account. Examples include feedback as part of the design and development process, process validation activities, and others.

3. What should you pay attention to when auditing customer feedback processes?

Customer feedback is a process. It needs to be audited as a process, not as a “section of a standard”. An assessment should also be made of the way in which the process is controlled (see 4.1.c of ISO 9001) and the ability of the process to provide meaningful information against which the overall effectiveness of the QMS can be judged. The manner in which the organization receives this feedback is determined by the organization itself.

The auditor should therefore be aware of the many factors that may influence the entity's approach and recognize that there is no set “recipe”. Factors such as:

• size and complexity of the organization;
• degree of “sophistication” of products and consumers;
• risks associated with the products;
• diversity of consumers.

3.1. Activities prior to auditing the customer feedback process (preparatory stage)

The auditor needs to be aware of the specific characteristics of the organization's products that may affect customer satisfaction. Throughout the audit, the auditor should pay attention to signs (indicators) that may suggest customer satisfaction or dissatisfaction, which could serve as input into the audit of the customer feedback process. Good sources of such information may include, for example:

• goods returned by the consumer;
• warranty claims;
• revised accounts;
• disputes over lending transactions;
• publications in the media;
• consumer websites;
• direct observation or communication with consumers (for example, in a service organization).

3.2. Activities during process evaluation

There are several issues that the auditor should investigate during an audit of the customer feedback process:

a) What is the desired “output” of this process? What information about consumer perceptions is really In stock? How is this information used by management to drive improvements in products, processes and QMS?

Does this information cover all categories of consumers? It is important to remember that an organization may have more than one category of customer – see the definition of “customer” in ISO 9000 clause 3.3.5. For example, a manufacturer may sell its product to wholesalers, who then sell it to retailers, who in turn sell it already to the general public. In this case, the organization may need to understand the perceptions of all three types of customers, which may differ. An organization may please one group and frustrate another.

b) How is data collected to carry out the process?

• There are many ways in which an organization can monitor the perceptions of its customers, and the auditor should avoid preconceived notions about how this should be done. Some examples of methods that an organization may use include:
• face-to-face assessments, which may be appropriate in many service organizations such as hotels (“ How do you rate your stay with us?”) or restaurants (“ I hope you enjoyed your lunch?");
• telephone calls or visits made periodically or after delivery of products and services;
• questionnaires or surveys conducted by the organization itself or by independent market researchers;
• other contacts with consumers, for example through maintenance or installation personnel;
• internal surveys of the organization’s personnel who are in contact with consumers;
• assessment of repeat requests;
• monitoring of accounts receivable, claims based on warranty obligations, etc.;
• analysis of consumer complaints.

Often complaints are just spontaneous feedback received from customers and should be analyzed to identify any trends, key concerns, impacts, etc. However, it must be emphasized that consumer complaints cannot be the only “input” for monitoring consumer perceptions. It should also be avoided that the auditor reaches conclusions by looking only at some specific complaints - they should always be assessed in the context of their overall impact on the QMS.

V) How reliable is information?

In an ideal environment, an organization would monitor the perceptions of all customers, but the cost of doing so can be prohibitive. Therefore, it is necessary to verify the criteria that an organization should use in each sample analysis of its customers to ensure that it is representative and reflects the risks of both the organization and its customers.

The auditor should endeavor to verify the information provided by comparison with other evidence obtained during the audit (see 3.1).

In some cases, it may be appropriate for the auditor to verify information directly with the organization's customers, although some diplomacy will be required in doing so.

d) How is the data analyzed?

It is not enough to simply collect consumer perception data. The auditor should walk them through the process to verify how the data is analyzed (see ISO 9001, 8.4) and what conclusions are reached about the effectiveness of the QMS.

• Are there any trends(s)?
• Is the situation stable, improving or worsening?
• Are consumer needs and expectations changing?

1. Determination of requirements related to the product

The organization must determine:

a) requirements specified by customers, including requirements for delivery and post-delivery activities;

b) requirements not specified by the consumer, but necessary for the specific or intended use, when known;

c) legislative and other mandatory requirements relating to the product;

d) any additional requirements specified by the organization.

Requirements for products are formed by consumers in applications for the supply of products. Requirements are analyzed to determine the possibility of their unconditional implementation. When it is established that it is possible to meet the consumer’s requirements, a draft agreement (contract) for the supply of products is drawn up and its approval is ensured with the managers in the areas of work.

2. Analysis of product requirements

The organization shall review the requirements related to the product. This review should be carried out before the organization undertakes to supply a product to a customer (for example, participation in tenders, acceptance of contracts or orders, acceptance of changes to contracts or orders) and should ensure:

a) determination of product requirements;

b) approval of contract or order requirements that differ from those previously formulated;

c) the organization's ability to meet certain requirements.

Records of the results of the analysis and subsequent actions resulting from the analysis should be maintained.

If customers do not put forward documented requirements, the organization must confirm them with the customer before accepting them for execution.

If product requirements are changed, the organization shall ensure that relevant documents are amended and that affected personnel are made aware of the changed requirements.

If the requirements set out in the application cannot be met, a justified refusal is issued and sent to the consumer. The procedure for analyzing and drawing up contracts is established in the relevant regulatory documentation. In case of claims, issues of reimbursement of costs to the consumer are resolved in accordance with the relevant sections of the contract.

Note: In some situations, such as Internet sales, it is impractical to conduct a formal analysis of each order. Instead, the analysis may extend to relevant product information, such as catalogs or promotional materials.

3. Communication with consumers

The organization shall determine and implement effective measures to communicate with customers regarding:

a) information about products;

b) passing requests, contracts or orders, including amendments;

c) feedback from consumers, including consumer complaints.

To study existing and expected (potential) requirements for the quality, range and volume of products, information is collected from the organization’s consumers by sending out various questionnaires (sheets) to survey consumers, while participating in exhibitions, seminars, conferences, etc. The organization must consider a system for compiling and distributing these documents to consumers.

The results of the consumer survey serve as the basis for assessing the degree of consumer satisfaction.

Design and development

1. Design and development planning

The organization must plan and manage the design and development of products.

During design and development planning, the organization should determine:

a) design and development stages;

b) carrying out analysis, verification and validation appropriate to each stage of design and development;

c) responsibility and authority for design and development.

The organization must manage the interactions between the various design and development teams to ensure effective communication and clear assignment of responsibilities.

Planning results should be updated, if necessary, as design and development progress.

4.4.3.2 Design and development inputs

Inputs related to product requirements must be defined and records maintained.

Inputs should include:

a) functional and operational requirements;

b) relevant legal and other mandatory requirements;

c) where possible, information taken from previous similar projects;

d) other requirements important for design and development. Input data must be analyzed for sufficiency. Requirements must be complete, unambiguous and consistent.

The goal of the design and development process is to ensure that the design outputs match the inputs.

The input data for the development are the Customer’s requirements for products, delivery, and delivery volumes.

3. Design and development output

The design and development outputs must be in a form that can be verified against the design and development input requirements and must be formally approved before their subsequent use.

Design and development outputs should:

a) meet the design and development input requirements;

b) provide relevant information on procurement, production and service;

d) determine the characteristics of the product that are essential for its safe and correct use.

4. Design and development analysis

At appropriate stages, a systematic review of the design and development should be carried out in accordance with the planned activities in order to:

a) assessing the ability of the design and development results to meet the requirements;

b) identifying any problems and making suggestions for necessary actions. Participants in such a review should include representatives from departments relevant to the design and development stage(s) being analyzed. Records of the results of the analysis and all necessary actions must be maintained.

5. Design and development verification

Verification must be carried out in accordance with planned activities to ensure that the design and development outputs meet the input requirements. Records of verification results and all necessary actions must be maintained.

At all stages of development, the owner of the design and development process checks the compliance of the results obtained with the input data and confirms the compliance of the data with his signature.

6. Validation of design and development

Validation of the design and development should be carried out in accordance with the planned activities to ensure that the resulting product meets the requirements for its specified or intended use, if known. Where practicable and appropriate, validation should be completed prior to delivery or use of the product. Records of the results of validation and all necessary actions should be maintained.

The validation procedure can be carried out as follows:

Product compliance with the requirements for the intended use is determined in the certificate and report on the relevant tests;

The compliance of the product with the requirements for the intended use is confirmed by the Consumer by providing information on the results of relevant tests of the effectiveness of the new type of product.

7. Project and development change management

Design and development changes must be identified and records maintained. Changes must be reviewed, verified and validated as appropriate, and approved before implementation. Review of design and development changes should include an assessment of the impact of the changes on components and products already delivered. Records of the results of the change analysis and any necessary actions should be maintained.

If there are comments and deviations identified during the analysis of the development, the owner of the design and development process carries out the necessary corrective and preventive actions.

Procurement

1. Procurement process

The organization shall ensure that purchased products comply with established purchasing requirements. The type and degree of control applied to the supplier and purchased products should depend on its impact on subsequent stages of the product life cycle or finished product.

The organization shall evaluate and select suppliers based on their ability to provide products in accordance with the organization's requirements. Criteria for selection, evaluation and re-evaluation should be developed. Records of the results of the assessment and any necessary actions resulting from the assessment must be maintained.

The procurement process should include:

Determination of requirements for purchased resources, required volumes and delivery times for each type of purchased material resources;

Planning for the acquisition of material resources;

Evaluation and selection of suppliers;

Concluding supply contracts;

Monitoring compliance with contract terms, making corrections when deviations from contract requirements are identified;

Acceptance, identification, accounting, storage and release into production of purchased resources;

Registration of data on purchased resources, analysis and evaluation of this data in order to improve the procurement process.

2. Procurement information

Purchasing information must describe the products ordered, including, where appropriate:

a) requirements for official approval of products, procedures, processes and equipment;

b) requirements for personnel qualifications;

c) requirements for the quality management system.

The organization shall ensure that specified purchasing requirements are sufficient before they are communicated to the supplier.

Procurement information used subsequently to enter into contracts with Suppliers, where necessary, should determine:

Type, grade, class or other precise definition of raw materials, materials, components and equipment, indicating the corresponding ND (TU, GOST, etc.)

Methods of sampling, control and testing;

Requirements for packaging, labeling, transportation and unloading;

Required data on product quality (for example, quality certificates);

Type of delivery, date (or acceptable dates) and place;

Relevant related materials of the country of origin and requirements for them, as well as details of the manufacturer (when purchasing imported material resources for repair or manufacture of equipment).

3. Verification of purchased products

The organization shall develop and implement controls or other activities necessary to ensure that purchased products comply with specified purchasing requirements.

If the organization or its customer expects to perform verification at a supplier, the organization shall establish the intended verification measures and product release procedures in the purchasing information.

Production and service

1. Production and service management

The organization shall plan and carry out production and servicing under controlled conditions. Controlled terms should include, where applicable:

a) availability of information describing the characteristics of the product;

b) availability of work instructions if necessary;

c) use of suitable equipment;

d) availability and use of control and measuring instruments;

e) carrying out monitoring and measurements;

f) implementation of release, delivery and post-delivery activities of products.

The product production planning procedure should include:

Determination of the annual production volume based on identified needs and/or assignments from the management company;

Planning the release of finished products and semi-products broken down by quarter, month and day by joint venture and type;

Planning of raw material requirements;

Transport planning;

Planning the need for energy resources;

Monitoring the implementation of production plans;

Process analysis and improvement.

2. Validation of production and service processes

The organization shall validate all production and service processes whose results cannot be verified by subsequent monitoring or measurement. These include all processes whose deficiencies become apparent only after the product has been used or the service has been provided.

Validation must demonstrate the ability of these processes to achieve intended results.

The organization shall develop measures for these processes, including, where applicable:

a) defined criteria for the analysis and approval of processes;

b) approval of relevant equipment and personnel qualifications;

c) application of specific methods and procedures;

d) requirements for records;

e) revalidation.

3. Identification and traceability

Where possible and appropriate, the organization shall identify products by appropriate means at all stages of their life cycle.

The organization shall identify the status of the product in relation to the monitoring and measurement requirements.

If traceability is a requirement, the organization must manage and record product identification that supports this goal.

Note- In a number of industries, configuration management is the means by which identification and traceability are maintained. Configuration management issues are covered in ISO 10007.

The product identification procedure may include the following steps:

Identification of supplies;

Establishment of identification requirements;

Identification upon receipt of raw materials and supplies to warehouses;

Identification of raw materials that have passed incoming inspection;

Identification of products during control during the production process;

Identification of products that have passed final control;

Identification at the stages of packaging, storage in warehouses and shipment of finished products to the Consumer.

4. Consumer property

The organization shall take care of customer property while it is under the organization's control or use. The organization shall identify, verify, protect and preserve customer property provided for use or inclusion in products. If consumer property is lost, damaged or found unusable, the consumer must be notified and records must be maintained.

Note- Consumer property may include intellectual property.

5. Maintain product conformity

The organization shall maintain product conformity during internal processing and during delivery to destination. This preservation must include identification, handling, packaging, storage and protection. Conservation should also apply to the component parts of the product.