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Prospects for the development of the quality management system. Modern trends in management development

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Main trends in management developmentthat

1. Business and management

Business and management are closely and tightly interconnected concepts, because entrepreneurship itself is simply impossible without a certain amount of proper administration and organization of a clear structure. Essentially, management is the ability to manage and lead, that is, it is a certain development and modeling for more effective and maximum management, as well as for control over the entire system. The concept of management itself arose in the USA in 1930; management is focused on the business process, taking into account the government and commercial structure of the organization. Business management is a complex industrial science, and management theory itself is based on methods of analysis that are necessary when using management methods to achieve a certain result. Such recommendations and methods are not absolute rules and recipes, because running a business depends on many conditions and circumstances. One of these conditions is achieving the goal at minimal cost, that is, the adequacy of the methods used in the operating environment of the enterprise. Marketing and management methods in a market economy must provide planned results at a certain cost and with proper work of employees. The system lies in the manager’s ability to master the art of management itself in a given specific situation.

Management and management functions:

1. Managing any business to increase its efficiency

2. Management of managers

3. Management of all employees and all aspects of this work.

In any business, a systematic approach is important, because every company is a complex system, consisting of many different parts, and each such part has its own goals, which together constitute a common single goal. The company’s efficiency and sustainability depend not only on its owner, it’s just that one person cannot control the entire company, and the basis of all such work lies on managers who help the work of the leader. The main work lies with the middle manager, that is, the middle manager (in English, middle is middle), this is the most decisive link, but also the most problematic. Their task is to transfer the goals of the organization to the sellers and managers themselves who communicate directly with the buyer; this link is also sometimes called the “sergeants” of the business. They are an invisible but irreplaceable detail in the overall process of doing business at any level. When transmitting basic instructions from a manager to an employee, an intermediate link is simply necessary, and in the absence of which, many enterprises around the world have ceased to function. That is, the connection between business and management, that is, the production-sales chain, is very close, because both such concepts cannot exist without each other. It’s just that ordinary managers need constant control in the form of a middle manager, who is the “sergeant” necessary to exercise control. The leader of the company will be able to resolve such issues himself, but in a large organization he simply will not be able to cover the entire scope, therefore, in modern business, management is important and indispensable. A middle manager is, one might say, a whole art; in principle, it is both the main employee and at the same time a small boss, such work is actually very difficult, so the turnover of personnel at this level is very high.

The main methods and principles of a manager are not to do everything themselves, but to assign all tasks to subordinates, while it is important to use stimulation and motivation of subordinates, as well as control over their psychology. Managing an organization at each level is a complex system in which control must be exercised over market share, customer requirements, product quality and pricing policy in accordance with competitors' prices. This also requires respecting the reputation of the organization itself, and solving many other problems; naturally, not a single manager or his direct deputies can cope with this. Therefore, it so happened that at least three intermediate links are needed, both in sales and production, that is, managers themselves are needed. The first link is needed to obtain a specific task, and the second link is necessary for competent supervision of the execution of the task performed by the third link. Each level must have the appropriate knowledge and have the appropriate abilities that satisfy the structural-functional method to achieve maximum goals. That is, the connection between any business process and management is very close; not a single production process can simply exist without a certain organization and the use of managers in achieving any goal.

2. Main trends in management development

Today, hardly anyone will say how and when the art and science of management originated. Management in one form or another has always existed where people worked in groups and, as a rule, in three areas of human society:

· political - the need to establish and maintain order in groups;

· economic - the need for the search, production and distribution of resources;

· defensive - protection from enemies and wild animals.

The main stages of management development have originated since ancient times. Even ancient societies themselves required individuals who would coordinate and direct the activities of groups (collecting food, building housing, etc.). Let's take the Egyptian pyramids for example - this is a monument to the management art of the ancient world, since the construction of such unique structures required clarity in planning, organization of the work of a great many people, and control over their activities.

Management practices are as old as organizations, which means they are very ancient indeed. Clay tablets dating back to the third millennium BC record the commercial transactions and laws of ancient Sumeria, providing clear evidence of the existence of management practices there. Archaeological excavations can trace older evidence of the existence of organizations, even before historical people often lived in organized groups. However, both the government and the organizations of antiquity were very different from those described in our school. Although management itself is as old as the hills, the idea of management as a scientific discipline, a profession, a field of study is relatively new.

Considering the main stages of management development as the development of management theory and practice, several historical periods are distinguished.

The first stage of management development:

The first period of management development is an ancient period. The longest period was the development of management - starting from 9-7 thousand years BC. until about the 18th century. Before emerging as an independent field of knowledge, humanity has been accumulating management experience bit by bit for thousands of years. manager management professionalism

The first, simplest, rudimentary forms of ordering and organizing joint labor existed at the stage of the primitive communal system. At this time, management was carried out jointly by all members of the clan, tribe or community. The elders and leaders of clans and tribes personified the guiding principle of all types of activities of that period.

Around 9-7 millennium BC. in a number of places in the Middle East there was a transition from an appropriative economy (hunting, fruit gathering, etc.) to a fundamentally new form receipt of products - their production (producing economy). The transition to a producing economy became the starting point in the emergence of management, a milestone in the accumulation by people of certain knowledge in the field of management.

Ancient Egypt accumulated a wealth of experience in managing the state economy. During this period (3000 - 2800 BC), a fairly developed state administrative apparatus and its supporting stratum (officials-scribes, etc.) were formed.

One of the first to characterize management as a special field of activity was Socrates (470-399 BC). He analyzed various forms of management, on the basis of which he proclaimed the principle of universality of management.

Plato (428-348 BC) gave a classification of forms of government and made attempts to distinguish between the functions of governing bodies.

Alexander the Great (356-323 BC) developed the theory and practice of command and control.

The above materials do not cover all the events and dates that in one way or another characterize the process of accumulating knowledge in the field of management, but this review allows us to some extent get an idea of what attention was paid to at the earliest stages of the development of ancient art and modern science - management. Thus, analyzing the events developing in the ancient period can be characterized as the emergence of management as a science. We examined the initial stage of management development during its inception.

The second stage of management development

II period of management development - industrial period (1776-1890). The greatest merit in the development of ideas about public administration during this period belongs to A. Smith. He is not only a representative of classical political economy, but also a specialist in the field of management, as he analyzed various forms of division of labor and characterized the duties of the sovereign and the state.

The teachings of R. Owen had a great influence on the formation of many scientific directions and schools of management that had emerged by that time. His ideas of humanizing production management, as well as recognizing the need for training, improving working and living conditions for workers, are still relevant today.

The first revolution in the theory and practice of management is associated with the creation and use computer technology. In 1833, the English mathematician C. Babbage developed a project for an “analytical engine” - a prototype of modern digital computing technology, with the help of which management decisions were already made more quickly. This was the second stage of management development.

The third stage of management development

III period of management development - the period of systematization (1856-1960). Management science, as the science of management is in constant movement. New directions, schools, movements are being formed, the scientific apparatus is changing and improving, and finally, the researchers themselves and their views are changing. Over time, managers have shifted their focus from the needs of their particular organization to the study of the management forces operating in their environment. Some of them solved their management problems in ways that seemed to work in past periods. Other researchers have sought more systematic approaches to management. Their individual successes and failures can provide valuable lessons for today's managers.

In essence, what we call management today began with the Industrial Revolution in the 19th century. The emergence of the factory as a primary type of production and the need to provide work large groups people meant that individual owners could no longer oversee the activities of all workers. For these purposes, the best workers were trained - trained so that they could represent the interests of the owner in the workplace. These were the first managers. Management was recognized as an independent field only in the twentieth century.

The fourth stage of management development

IV period of the school of management - information period (1960 to the present).

Later theories of management were developed mainly by representatives of the quantitative school, often called the management school. The emergence of a management school of management is a consequence of the use of mathematics and computers in management. Its representatives view management as a logical process that can be expressed mathematically. In the 60s the broad development of management concepts begins, based on the use of mathematical apparatus, with the help of which the integration of mathematical analysis and subjective decisions of managers is achieved.

The formalization of a number of management functions, the combination of labor, people and computers required a revision of the structural elements of the organization (accounting services, marketing, etc.). New elements of intra-company planning have appeared, such as simulation decisions, methods of analysis under conditions of uncertainty, mathematical support for assessing multi-purpose management decisions.

IN modern conditions mathematical methods are used in almost all areas of management science.

The study of management as a process has led to the widespread use of systems analysis methods. The so-called systems approach in management was associated with the application of general systems theory to solve management problems. He suggests that managers should view the organization as a collection of interrelated elements, such as people, structure, tasks, technology, resources.

The main idea of systems management theory is that no action is taken in isolation from others. Every decision has consequences for the entire system. A systematic approach to management allows you to avoid situations where a solution in one area turns into a problem for another.

Based on the systems approach, control problems were developed in several directions. This is how the contingency theory emerged. Its essence is that each situation in which a manager finds himself may be similar to other situations. However, it will have unique properties. The manager's task in this situation is to analyze all factors separately and identify the strongest dependencies (correlations).

In the 70s The idea of an open management system emerged. An organization, as an open system, tends to adapt to very diverse internal environment. Such a system is not self-sustaining; it depends on energy, information and materials coming from outside. It has the ability to adapt to changes in the external environment.

Thus, following systems theory, it can be assumed that any formal organization must have a system of functionalization (i.e. various forms of structural division):

· a system of effective and efficient incentives that encourage people to contribute to group actions;

· system of power;

· a system of logical decision making.

From the point of view of the economics of the organization, the most significant results in scientific and methodological terms were obtained within the framework of the situational approach. The essence of the situational approach is that forms, methods, systems, management styles should vary significantly depending on the current situation, i.e. The situation must take center stage. It is a specific set of circumstances that greatly influences an organization at that particular time. In other words, the essence of the recommendations for the theory of the systems approach is the requirement to solve a current, specific organizational and managerial problem depending on the goals of the organization and the current specific conditions in which this goal must be achieved. Those. suitability various methods control is determined by the situation.

The situational approach made a great contribution to the development of management theory. It contains specific recommendations regarding the application of scientific principles to management practice, depending on the current situation and the conditions of the external and internal environment of the organization. Using a situational approach, managers can understand which methods and means will best achieve the organization's goals in a particular situation.

Thus, we have characterized the main stages of management development.

3. Qualities of the manager of the future

The basis of the skills of a modern manager is high professionalism, knowledge of the market, and mastery of information technology. The manager of the future must have a creative mind, make decisions freely, take responsibility, and demonstrate leadership qualities

There are certain skills that are essential today and will be essential in the decades to come. Their basis is primarily high professionalism And market knowledge in combination with information technology literacy. In the latter case, what is meant is not detailed knowledge, but an understanding of how to use these technologies - adapt, structure and apply to streamline the ever-increasing information flow. In the face of constant change and time pressure, a manager's acumen in managing information is as important as his or her professional skills.

In fact, managers of the future must be entrepreneurs by their way of life. They should proceed from the fact that there is neither a guarantee nor prospect of holding a certain position for a long time in any particular enterprise. Corporations will need different types of managers to different stages corporate life. For some managers, this will not create a problem, since they can adapt to the rapid change of tasks entrusted to them and work effectively, but this is a rare case.

This turn of events should not be taken dramatically. On the contrary, this is a promising prospect. Being prepared and prepared to work in a variety of environments should make life more vibrant than, say, the prospect of doing the same thing for 30 years.

For persons who are responsible for any activity, be it the work of a corporation or another business entity, it is very important to choose a person who will find a way out of any situation and entrust her with the management of one or another division of the company. Such a person is one who is more adapted to today's reality and the foreseeable future. Therefore, it is important not only individual abilities, but also foresight in relation to them by responsible persons. However, there is a certain unanimity regarding the element called "mental ability."

A person who aspires to play a leadership role in the business world must be able to adapt to rapid changes in the market and personal situations, perceive and apply new forms of work, resist new types of pressure, which requires flexible intelligence. The manager of the next decade must have an independent, creative mind, be willing to take risks with the awareness of how far he can go within the confines of the corporation for which he works.

The manager of the next decade must realize that if he is to succeed, he cannot work in isolation when dealing with third parties in business or facing society at large. Understanding the political and cultural context becomes extremely important, especially in the international arena. The manager of tomorrow must combine communication and interpersonal skills with knowledge and appreciation of cultural diversity.

At a time when much of what surrounds us is becoming a boring uniformity ("sameness"), there is a strong desire to preserve and express cultural heritage wherever some kind of uniqueness can be offered in the market. And this opportunity is more likely to be available to small and medium-sized companies than to large multinational enterprises.

An example of boring uniformism is the Coca-Cola company. But the question arises: “Is this what the world wants?” Although Coca-Cola is a great example of "sameness", it is an extremely successful company that is admired for its savvy approach to its markets. At the same time, its managers, despite their high professionalism, manage in many cases like robots.

The question again arises: “What type of manager is better to have and how to choose him?” Using Coca-Cola as an example, we are faced with a very interesting dilemma. Do we want a manager who is committed to working within certain boundaries, or a manager who improvises on a “set topic”? Who is better suited to work with a “team” (as well as at a distance), who is more productive, results-oriented and brings more benefits organizations?

I believe this is a manager who freely makes decisions and takes responsibility, exhibits leadership qualities including a natural talent for motivating and persuading those around him, and has the ability to cope with increasing tension and conflict when necessary or unavoidable.

List of used literature

1. Basovsky L.E. Management. - M.:INFRA-M, 2004. - 216 p.

2. Vershigora E.E. Management: textbook, 2nd ed. rev. and additional - M., INFRA-M, 2001. - 283 p.

3. Vikhansky O.S. Management. 3rd ed. - M., Gardariki, 2006. - 528 p.

4. Daft R. Management. 6th ed. / Per. from English - St. Petersburg: Peter, 2005. - 864 p.: ill. - (Series “Classics MBA”).

5. Koritsky E.B., Nintsieva G.V., Shetov V.Kh. Scientific management: Russian history. - Ed. "Peter", 2002.

6. Kravchenko A.I. Management history: Tutorial for university students. - M.: Academic project, 2000.

7. Meskon M., Albert M., Khedouri F. Fundamentals of management. - M.: Delo, 2006.

8. Newstrom J.V., Davis K. Organizational behavior / Translation from English. Ed. Yu.N. Kapturevsky. - St. Petersburg: Peter Publishing House, 2004. - 448 p.

9. Semenova I.I. History of management. - M.: “UNITY-DANA”, 2004.

10. Smolkin A.M. Management: basics of organization. Textbook. - M., INFRA-M, 2004. - 248 p.

11. Organization management: Textbook / Ed. Porshneva A.G., Rumyantseva Z.P., Salomatina N.A. - 3rd ed., revised. and additional - M.: INFRA-M, 2005. - 716 p.

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Evolution of the concept of quality management development

The economy of modern Russia in the context of globalization is characterized by the complication of the relationship between production and consumption, the growth of product quality and the competitiveness of organizations in a constantly changing external environment.

Currently, quality plays an important (if not dominant) role in both production and services. The modern market, as studies by domestic and foreign scientists show, is characterized by a steady tendency towards increasing the role of non-price forms of competition, especially quality competition.

Quality becomes a political, moral and economic category. It is quality that is the main condition for strengthening and developing the national economies of developed countries of the world. Today, the concept of quality includes: the quality of labor, products and services, the quality of the environment and much more.

Quality improvement work traditionally started in the final stages technological process in the form of control operations, is now carried out at each technological stage, being an integral part of the production process, and represents, first of all, work to increase the yield of quality products and reduce their cost.

In the most knowledge-intensive areas (for example, in the electronics industry), work on improving quality becomes not only important, but also dominant. It is in such industries that the economic approach to quality is most clearly expressed.

Quality management in a market economy aims to achieve economic effect (profit). From the administrative approach, only a few fundamental principles remained, primarily the principle based on the fact that the consumer should receive defect-free products. Today, not 99, but 100% of the products offered to the consumer must meet quality requirements. In a market economy, the problem of quality is the most important factor in improving living standards, economic, social, environmental safety population. Quality management issues are discussed in more detail in sections I and II.

To understand modern systematic approaches to quality management within the framework of the integration of management systems, let us briefly look at the main stages in the evolution of the quality concept.

In the 50s last century, when ensuring product quality, the main role in the organization was assigned to the control and rejection of defective products. Control and rejection in production practice, as a rule, were implemented using various methods at that time, which developed and improved under the influence of scientific and technological progress. Organizationally, the quality control system corresponded to the structure of the production process and met its requirements.

In the USSR, under a centrally planned economy using administrative-command methods, the official concept of quality management was aimed at achieving the quality of the best world standards.

During this period, in the manufacture of finished products, acceptance control of product quality began to be widely used before sending it to the consumer. If the product manufacturing technology consisted of a large number of operations, acceptance control was combined with operational control. At the same time, a significant role was assigned to incoming control of purchased raw materials, components and parts. Product quality control was carried out for compliance with standards.

At the same time, from the 1920s to the early 1980s, the development paths of quality management and general management of the organization diverged. The main quality problem was perceived and developed by specialists primarily as an engineering and technical problem of monitoring and managing the variability of products and production processes, and the management problem as a problem mainly of an organizational and even socio-psychological nature.

The approach to quality assurance that existed during this period of time only from a control standpoint required (with 100% control of the parameters of each part or product) many qualified inspectors. In large industrial companies in the United States, the number of controllers became comparable in number to production personnel, which accordingly led to serious losses and unjustifiably increased production costs.

During this period, statistical methods of quality control - SQC - began to be widely used in product quality control. (Statistical Quality Control), allowing the quality of products to be assessed with a given probability using the sampling method.

Statistical methods of quality control have contributed to reducing the time spent on control operations and increasing the efficiency of control. Subsequently, new production conditions required the search for adequate and effective methods quality assurance. Improvements in quality assurance methods have been influenced by operations research, cybernetics, systems engineering, and general systems theory.

This contributed to the emergence in the 60s. quality management concept based on quality management of production processes.

Such an analysis made it possible not to be limited to identifying defects, but to identify, analyze the causes of its occurrence and develop measures to stabilize the level of quality. Thus, the opportunity arose manage quality.

This concept clarified the place of control in quality assurance, while control continued to be an important and necessary operation, but existed as one of the links in the overall quality assurance system. The main goal of this system at that time was to ensure the required level of quality and maintain it throughout the entire production period. It was possible to achieve this goal by optimizing the entire product creation process according to quality criteria. The processes and activities within the quality management process had clearly defined goals, control criteria (standards), feedback channels, analysis procedures and methods of influence.

During this period, in foreign practice, when managing the quality of production processes, along with the requirements for compliance with standards, additional compliance with established market relations is established.

In 1970–1980 in the world practice of quality management received further development and improving integrated quality management in all departments of the organization - total quality management. Suppliers of resources and design bureaus were included in the quality management system, and for the first time permanent connections with product consumers were reflected. Within the framework of the system, technical, economic, organizational and social measures were interconnected to ensure quality at all stages of its formation. This system also made it possible to analyze the condition of products during its operation. An innovation of the systems was the introduction of enterprise standards (STP), which established the procedure and responsibility of each performer for achieving a high level of quality, reliability and durability of products. In addition, the STP clarified the requirements of all used standards for local production features.

The functioning of the system was based on scientifically based planning of production activities and timely provision of material, technical and human resources.

The main disadvantage of the management, assessment and quality control methods discussed above, from the point of view of a systematic approach to quality management, was the ability to ensure quality at all levels and throughout the entire production process, as well as timely implementation of corrective and preventive actions. All methods identified individual levels, stages or limits at which product quality was assessed, i.e. It was not possible to state that monitoring of the entire production process was in place.

Along with this, the low efficiency of management, control and quality assessment systems was equally due to the imperfection of the existing economic mechanism and violations of norms, standards and technical conditions. Violation of the technology for developing and implementing systems, neglect of the systems approach was manifested in the desire of the organization's management to cover the largest number of elements by management without taking into account their relationship and interaction within the framework of the created system.

During this period, the principle of matching the cost of a product to its quality began to be widely used in foreign practice.

At the same time, the development of the quality management model began to be aimed at the continuous formation and improvement of product quality - total quality management - TQC (Total Quality Control). This model was also focused on the marketing concept of the production and commercial activities of the enterprise. It provided for the constant study of demand in the sales market and performance indicators of product quality, which accordingly determined the complete orientation of production to the requirements of consumers and the sales market. In this case, the quality management cycle (D. Juraia cycle) begins and ends with a market survey.

At the same time, in Japan during the same period, G. Taguchi proposed using the quality loss function when developing products, and developed a methodology for planning industrial experiments. All this made it possible to consistently implement the “zero defects” concept, ensuring main principle new orientations of quality management systems – the principle of a satisfied consumer. In accordance with this principle, it was necessary to provide the consumer with high (needed) quality at an affordable price, which, in order to win in the conditions of tightening competition, it became necessary to constantly reduce.

During this period, a new concept of “quality culture” emerged in Japan. Quality culture today is the most important complex concept, including the quality of service, the quality of reporting documentation, the quality of production operations, etc.

With the introduction of new approaches and models of quality management systems, the contradiction between improving quality and increasing production efficiency in its previous forms was overcome, which was subsequently voiced in a new quality management model - total quality management - TQM (Total Quality Management), which became the basis for the development and improvement of modern quality management philosophy.

Ensuring quality requires considerable costs. Until recently, the bulk of quality costs came from physical labor. But today the share is high intellectual work. The quality problem cannot be solved without the participation of scientists, engineers, and managers. There must be harmony of all components of professional influence on quality.

The use of the TQM model made it possible to simultaneously improve quality and reduce production costs.

If TQC is quality management in order to fulfill established requirements, then TQM is the management of both goals and the requirements themselves. TQM also includes quality assurance, which is interpreted as a system of measures that guarantees consumer confidence in the quality of products.

The TQM system is integrated system, focused on continuous improvement of quality, minimization of production costs and just-in-time delivery. The basic philosophy of TQM is based on the principle that there is no limit to improvement. In relation to quality, the goal is to strive for zero defects, zero non-production costs, and just-in-time deliveries. At the same time, it is realized that it is impossible to achieve these limits, but one must constantly strive for this and not stop at the achieved results. This philosophy today has a special term - “continuous quality improvement” (quality improvement).

Thus, the modern philosophy of quality management pays great attention to both horizontal quality management processes (for example, processes along the line “marketer - designer - technologist - production worker - tester - trader"), and vertical processes, which are characterized not only by a top-down direction down, but also from bottom to top. Examples of horizontal management are cross-functional teamwork, statistical process control, building organizational structures from the consumer-supplier chain, structuring the quality function, etc.

It should also be noted that the TQM system uses quality management methods that are adequate to the objectives. One of key features This system is the use of collective forms and methods of searching, analyzing and solving problems, the constant participation of the entire team in improving quality. At the same time, the role of people and personnel training in TQM increases significantly.

The quality of work, as noted above, is directly related to ensuring the functioning of the organization. This is the quality of leadership and management (planning, implementation, analysis, control). The achievement of the goals set by the organization’s management and the quality of work depend on the quality of planning (strategy development, system of plans, etc.).

Quality is an important tool in the struggle for markets. It is quality that ensures the competitiveness of products.

The meaning of quality improvement is quite diverse. Solving this problem at the organizational level is also important for the economy as a whole, since it allows us to establish new and progressive proportions between its industries and within industries, for example, between the metallurgical industry and mechanical engineering. These proportions can be achieved by improving the production technology of engineering products and increasing their efficiency. Improving the quality of mechanical engineering products is important for automating production processes in other industries.

From a modern perspective, the quality of activity of a socio-economic system of any hierarchical level (state, region, industry, organization) can be characterized as follows.

National aspect. Associated with certain national traits, manifested by the inherent way of thinking in the field of quality in a particular nation. For example, if “American practicality” focuses firms on quality management with the target function of maximum profit, then Japanese firms are characterized by an orientation towards increasing market share, even if this is associated with the initial loss of part of the possible profit.

Political aspect. A country's political orientation influences national system planning and distribution of products and services. The centralized planning system, dominant in the socialist orientation of the country, and the local planning system, with the predominance of private ownership of the means of production, influence the motives for improving and ensuring quality and the corresponding levers of quality management. The competitiveness of the organization, in turn, affects the level of income and unemployment, and, consequently, the political situation in the country, the status of the state in the world community.

Technical aspect. Level of technology development and quality created by man innovative objects – interrelated characteristics. On the one hand, scientific and technological progress, leading to the improvement of technology, creates a new basis for improving product quality. On the other hand, higher quality of products, services, information and transport communications systems and other components of the quality of life create better preconditions for accelerating scientific and technological progress.

Social aspect. It is considered, as a rule, from the following positions. High quality, increasing the level of education, intellectual development, and the well-being of the nation accordingly affect the social environment and the social status of the state. At the same time, a person’s social level affects the quality of his work. Today it can be argued that high-quality products of human labor are the creation of high culture. For example, the Japanese believe that a high-quality product created by human labor is a kind of work of art.

Economic aspect. Quality in its evolution has always been linked to economic development. Almost all decisions in the field of quality, quality improvement programs, and quality management activities associated with economic costs make sense if they lead to an economic effect acceptable to the enterprise. Therefore, quality should be considered primarily as an economic category.

Moral aspect. Quality is inextricably linked with the quality of life through such components as the quality of cognition and personal development, the quality of labor products, the level of self-expression in work activity, and the degree of usefulness of labor. If we proceed from the position that poor-quality work leads to unnecessary expenditure of resources, energy, dissatisfaction and material losses of clients, then we can conclude that such work is immoral.

Environmental aspect. With the daily deterioration of the environmental situation on planet Earth, the quality management strategy, based on an attempt to satisfy the short-term needs of consumers at the expense of their long-term interests and well-being, is increasingly losing its position in the economically developed countries of the world over time. Consumers are becoming more and more demanding; they are looking for products and services that are safe for life and health, adapted to their long-term needs, seeking complete information on purchases, and striving to expand the consumption of environmentally friendly products. They put pressure on the government to tighten controls and take environmental protection measures for consumers.

Today, new needs are emerging in the world community, necessitating the production of environmentally friendly products. Only a focus on high quality processes, materials, raw materials, components and finished products allows us to satisfy environmental safety requirements to the greatest extent. The concepts of “high-quality product” and “environmentally friendly product” are now identified by consumers in all countries of the world.

The aspects of quality discussed above show how important it is to solve quality management problems today. At the same time, the multidimensionality of the quality category accordingly determines the complexity and ambiguity of its philosophical interpretation. In the process of quality evolution, two alternative approaches have objectively emerged - two ideologies for revealing the concept "quality".

The first approach reveals quality from the perspective "thing in itself" those. quality is determined by the structural internal differences of the object. In organizations focused on this approach, they use the concepts of "inferior quality" And "top quality" The main direction of progress in such organizations is associated, first of all, with saving material resources. The cost of the product here is identified with the cost of labor. Price is mainly a subjective indicator of quality.

The second approach reveals quality from the perspective "thing for us" those. quality is determined by the external manifestation of internal differences. In this case, organizations use the concept "required quality", reflecting a view on the quality of products of clients - consumers of this quality. Progress in such organizations is aimed primarily at better meeting the ever-changing needs of consumers. The cost of the product in this case is identified with the consumer value, i.e. with its usefulness to the consumer. With this approach, price is considered as a measure that determines the balance between supply and demand. The price here is mainly an objective indicator, i.e. The pricing basis is objective, and price forecasts are based on studying market conditions.

The subjective side of pricing in such organizations is related to their goals and marketing strategy. Thus, alternative approaches to quality are essentially determined by the concepts on which the manufacturer's production and commercial activities are based. With a sales concept, this is an approach from the position of “a thing in itself,” and with a marketing concept, it is a “thing for us.”

In Fig. 11.1 shows the evolution of quality at the beginning of the 21st century.

A person, within the framework of his daily activities, constantly interacts with the quality of the objects of activity themselves, which in general view can be described as quality of life.

Quality of life is a subjective-objective characteristic, revealed through the degree of satisfaction of constantly changing human needs.

The quality of life is a complex system consisting of various quality components.

The quality of life includes such individual traits as a person’s way of thinking, tastes, interests, as well as such system-wide concepts as the quality of the human environment, safe living conditions, services offered, products, education system, social, political environment, etc.

A person, in the process of his life, consumes and uses the quality of the system of education, self-education and intellectual development of the individual created by the state and state institutions. The quality of education in schools, secondary educational institutions, universities, advanced training systems, graduate schools, etc. largely determines the quality of human life. The quality of objects of labor - products, which includes the quality of products purchased by a person and the services provided to him, is, although important, but only one of many components of this system.

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Today, such components of the quality of life as the quality of the external environment, the quality of health care, social responsibility, and the quality of information and transport communications cannot be considered as less significant.

The quality of cognition and personal development, the quality of labor products, the quality of the external environment, the quality of health care, the quality of information and transport communications have become an integral part of the quality of life. modern man XXI century

For most people, the quality of their work is important. It is primarily associated with the degree of satisfaction with one’s work, which is determined both by the degree of a person’s self-expression in the process of work and by the degree of usefulness of the product he produces. An important component of life is the quality of human rest. It can be productive when, for example, a person is engaged in activities related to his hobby: collecting stamps and coins, growing flowers for his pleasure, etc. Recreational and relatively passive recreation are also important for a person and determine the quality of his life.

The quality of working conditions affects the quality of training, the quality of the external environment affects the quality of health care, which accordingly determines the difficulties of assessing the considered components of the quality of life. It should be noted that the quality of life is not only individual characteristic, but also generalized, those. applicable to individuals, communities of people, citizens of states, and on a global scale.

Essentially, progressive changes in the country, on the globe, can be more objectively judged not by the dynamics of individual components of the quality of life (improving the quality of products, quality of communications, etc.), but by the dynamics of the system of all components of the quality of life, i.e. taking into account the dynamics of the entire complex of mutually influencing characteristics.

The evolution of quality in the 21st century, based on system-wide principles of total quality management, provides for the functioning of all its divisions within the framework of the organization’s quality management system and the coverage of all stages of the product life cycle by this system.

This model became the basis for the detailed development in leading countries of management systems and product quality assurance. The positive experience of such activities was subsequently reflected in the international standards ISO 9000 series, which establish requirements for quality systems developed by the International Organization for Standardization ISO.

The main goal of quality systems built on the basis of international standards ISO 9000 series is to ensure the quality of products required by the customer and provide him with evidence of the enterprise’s ability to do this. Accordingly, the mechanism of the system, the methods and means used are focused on this goal. At the same time, in the ISO 9000 series of standards, the target setting for economic efficiency is expressed very weakly, and for timely delivery - there is simply no consideration of risks associated with the quality of the organization's activities.

But, despite the fact that the TQM system does not solve all the problems necessary to ensure the competitiveness of the organization, the popularity of the quality management system is growing and today it occupies a leading place in the market mechanism, as it expands our understanding of product quality and ways to influence it, with on the one hand, and on the other – about the general management system of the organization.

While quality management includes more and more new elements of the production system into its orbit, accumulates and integrates them, general management, on the contrary, breaks down into a number of industry-specific, fairly independent disciplines (finance, personnel, innovation, marketing, etc.) , and in theoretical terms it appears as management by objectives - MBQ ( Management by Quality). The main idea of this concept is to structure and deploy strategic goals (creating a tree of goals), and then design a system of organization and motivation to achieve these goals.

Since the 90s. The influence of society on the activities of organizations is increasing, and organizations are increasingly taking into account the interests of society. At this very time, a powerful set of theoretical and practical tools had already emerged, which was called management based on quality (MBQ), which led to the emergence of ISO 14000 standards, which established requirements for management systems from the point of view of environmental protection and product safety.

Certification of quality systems for compliance with ISO 14000 standards in the 21st century. is becoming no less popular than compliance with ISO 9000 standards. The influence of the humanistic component of quality has increased significantly. The attention of enterprise managers to meeting the needs of their staff is increasing. Occupational safety and health management systems ILO-OHS 2001, OHSAS 18001:2007, social responsibility SA 8000 (ISO 26000), specialized industry standards QS 9000, AS 9000 for automotive and aerospace, food products ISO 22000, information technology ISO are being introduced into the practice of organizations accordingly. 20000:2005, ISO 27000 and many others.

Thus, the successful activities of the organization on the internal and foreign markets is ensured by the release of products that:

meets a clearly defined need, application or purpose;
meets consumer requirements;
complies with applicable standards and technical specifications;
meets the social requirements of society;
takes into account environmental protection requirements;
offered to consumers at competitive prices;
is economically beneficial, i.e. brings profit.

Distinctive features of the modern approach to solving quality management problems are:

the presence of a clear legislative basis for all work;
harmonization of the requirements of international and national standards, rules and certification procedures;
creation of national/regional infrastructures authorized to carry out work on certification of quality systems, accreditation of laboratories, certification of quality management specialists.

For both the organization and the consumer today it has important solving problems associated with benefits, costs and risks when the market is saturated with most types of products.

methodological developments

industrial enterprises

educational activities

methodological basis

effective system

professional knowledge