CC BY
449
экономические Гудкова Светлана Анатольевна, Шазамова Наталья Александровна
науки СИСТЕМА МЕНЕДЖМЕНТА КАЧЕСТВА В ОТДЕЛЕ ...
УДК 658.5.012.7
СИСТЕМА МЕНЕДЖМЕНТА КАЧЕСТВА В ОТДЕЛЕ ПЕРСОНАЛА
© 2016
Гудкова Светлана Анатольевна, кандидат педагогических наук, доцент кафедры «Теория и практика перевода» Шазамова Наталья Александровна, студентка 4 курса кафедрs «Менеджмент организации» Тольяттинский государственный университет (445020, Россия, г. Тольятти, Белорусская 14, e-mail: [email protected])
Аннотация. Система менеджмента качества является частью общей системы управления в компании, функционирующей с целью обеспечения стабильного качества продукции или услуг. Основными особенностями современного производства являются все более широкое использование достижений науки и техники и рост конкуренции, связанный с глобализацией мировой экономики. Первая особенность вызывает рост требований к квалификации кадров, усложнение как самой продукции, так и процессов ее производства. Вторая особенность - рост требований к качеству продукции при одновременном уменьшении ее стоимости. Развитие процессного подхода к организации производства сопровождается постоянным отказом от жесткой вертикальной структуры предприятия в пользу гибкой горизонтальной структуры, основанной на командных, проектных принципах работы. Все эти обстоятельства приводят к усложнению функций работников, требуют ответственного, инициативного отношения к своим обязанностям, понимания целей и проблем своего подразделения и предприятия в целом, стремления внести максимальный вклад в их решение. Увеличивается степень ответственности исполнителей, управляющих дорогой техникой, сложными процессами, гак как масштабы последствий их ошибок многократно возросли.
Ключевые слова: качество, отдел персонала, система менеджмента качества, модель, стандарт, контроль, сертификация, конкурентоспособность, процесс.
THE QUALITY MANAGEMENT SYSTEM IN HR DEPARTMENT
© 2016
Gudkova Svetlana Anatolyevna, candidate of pedagogical sciences, associate professor of the chair «Theory and practice of translation» Shazamova Natalia Aleksandrovna, student 4 course Department "Management of organization"
Togliatti State University (445020, Russia, Tolyatti, Belorusskaya 14, e-mail: [email protected])
Abstract. The quality management system is part of the overall management system of a company functioning to ensure the stable quality of products or services. The main features of modern production are the increasing use of science and technology and increased competition due to globalization of the world economy. The first feature causes the growth requirements of skills, complexity of the products and their production processes. The second feature is the increase of requirements to quality of products while reducing its cost. The development of the process approach to the organization of production is accompanied by the constant rejection of rigid vertical structure of the enterprise in favor of a flexible, horizontal structure, team-based, project work principles. All these circumstances lead to the complication of employees, require a responsible, proactive attitude to their duties, understanding of the purposes and problems of divisions and the enterprise as a whole, the desire to make the maximum contribution to their solution. Increasing the degree of responsibility of implementing, administering expensive machinery, complicated processes, plus how the magnitude of the consequences of their mistakes have multiplied. Lately there are examples of accidents, the main cause of which was human error.
Keywords: Quality, HR, the quality management system, model, standard, certification, control, competitiveness, process, management.
In modern conditions of innovative activity in varying degrees, inherent to any enterprise. To improve the efficiency and capabilities of the enterprise, providing a competitive advantage for new and expanding old markets, it is necessary to establish the system of all the activities. One of the possible directions of this work is the implementation of enterprise quality management system (QMS) based on international standards of ISO9000:2000. QMS is a part of the system of management and effective only if it functions in the quality management system in close cooperation with all activities affecting the quality of products and processes [1].
One of the key places in the quality management of products and services is the work of the human resources management (HR). To enhance the role of staff in a competitive organization indicates these versions of the standard, such as ISO9000 and 9001:2008. Unfortunately, experience shows that not all the heads of the HR Department are able to organize work on the basis of the quality management system [2].
The Foundation of any organization is its staff. It workers create products, and, despite the fact that machinery began to dominate in many technological processes, the human role in organizations has not decreased, but even increased.
Currently, the man has become not only very important but also the most expensive resource in your organization. This time can be characterized by the complexity of external organizational environment, a sharp increase in the pace of change and increased competition in world markets. One of all organizational resources is "human resource" became the
resource that hides the potential to improve the efficiency of the modern organization.
The quality management system (QMS) is a set of the organizational structure, procedures, processes and resources required for TQM. If is designed for continual improvement activities to enhance the competitiveness of the organization in the domestic and global market [3].
Organization of HR management on the basis of quality management staff QMS, allows us to provide enterprise personnel structure required for efficient production activities in a qualitative and quantitative level, which in turn will improve the competitiveness of products and the degree of customer satisfaction in General. Personnel management in the QMS based on process approach is the most effective compared to the traditional. The model of the process "personnel Management" in the organization's QMS can be represented in the following form [4].
Figure 1 - The model of the process "personnel Management"
Гудкова Светлана Анатольевна, Шазамова Наталья Александровна экономические
СИСТЕМА МЕНЕДЖМЕНТА КАЧЕСТВА В ОТДЕЛЕ ... науки
The introduction of a quality system is a set of work that addresses various aspects of the organization and its subsystems - the subsystem of strategic management, production logistics subsystem, personnel management, internal communications, document management. In this regard, implementation of the quality system is difficult, lengthy and time-consuming task. The solution to this problem, usually takes place in several stages [5].
The first stages - an analysis of the existing situation in the organization and training of personnel. The first stage consists of the following main steps:
1 step. Issued an order for the company to start work on the quality system.
The order shall include:
- the goal of beginning works;
- responsible for quality system from management;
- the composition of the working group on the implementation of the quality system.
When you perform this step you must pay attention to the following:
1. When selection is responsible for the quality system the organization must be considered that the person had the real power, sufficient to influence the leaders of any organization and had the free time to monitor the progress of the project.
2. The working group directly involved in the quality system should be no more than 5-7 people.
For large enterprises, the group will look as follows:
- group leader - head of service quality of the organization, 100% of the time pay issues quality system;
- members of the group - the staff service quality 100% of the time pay to build a quality system.
The representatives of the quality system are in workgroup and don't take part of and perform the job of leader and team members. The representatives of the quality system are employees of the organization. For the normal organization of work is necessary for one staff member from each unit. In addition to the basic work they need 5-10% of their time be focused on building a quality system in their unit.
Step 2. Since the analysis of the existing situation in the organization is on the subject of building a quality system, the next step will be training team members quality management and requirements of ISO standards of 9000 series. The head of the working group and its participants need to be trained necessarily, as the analysis of the existing situation and development of the quality system will be their main task.
Step 3. In order to understand how much existing activity in the organization is different from the requirements of ISO 9001:2008 it is necessary to analyze the current situation. Initial data collection is carried out mainly by two methods - a questionnaire and interviews. The most effective use of both methods, first for questioning, and then to specify the necessary information during interviews with employees. Responsible for the survey and interviews are the participants of the working group [6].
The result of the analysis can be a report or other document in which each requirement of the standard will indicate how it is implemented and what is the depth of implementation of this requirement in various divisions of the organization.
The analysis of the current situation should identify:
- the key business processes of the organization;
- support processes and assurance processes;
- the most critical business processes from the point of view of the quality system;
- the availability and relevance of regulatory documentation (enterprise standards, instructions, regulations on subdivisions, job descriptions, etc.);
- the existing allocation of responsibility, authority and resources for processes of the organization [7].
The second phase - the development of documentation and change employee performance.
This stage is the most time consuming and long. During this phase, is the design, development and implementation of a documentation quality system, and the introduction of
changes in the way staff work._
The second stage consists of the following main steps:
Step 1. In this step, you need to plan how to build a quality system, what will be its scope, what processes will be included in the quality system, as it will expand.
Step 2. The main principle of ISO 9001:2008 is a process-oriented approach. In order to implement the process approach, the standard demands to define and document the processes of the organization. To meet this requirement, the working group must first formalize the processes that were included in the scope of the quality system, as they are, and then apply these processes changes in accordance with the requirements specified in the standard.
The implementation of quality systems related to change management in the organization. The holding of any such changes always affect the interests of the workers, which these changes relate. As a result, people either resist change or support them, a neutral attitude is rare. In order to effectively implement change processes at the level of performers, the necessary administrative support from the leadership of the organization (to reduce resistance) and getting fast enough results from changes (to maintain support from those who accept change). For the implementation of this principle is necessary to correctly determine the order documentation and change processes. First and foremost, it is recommended to formalize and correct the most important processes.
Step 3. Documenting and implementing procedures for the quality management system.
ISO 9001:2008 requires the organization's processes were defined and documented. Documenting processes can be performed in the form of process maps, which indicate the sequence of operations of the process input and output data (information, resources) each operation and is responsible for the operation. Documenting processes in the form of maps significantly reduces the amount of documentation. In addition, when documenting processes, it is important to maintain a balance in the detail of the submission process. The process should be presented in such detail that the personnel involved in the process can understand the stroke order of operations process and to determine their "place" in this process [8].
In accordance with the requirements of the standard should be developed 6 required procedures and quality manual and documents necessary to ensure effective planning, implementation processes and management (process maps, regulations, instructions).
Implementation of process maps and procedures of the quality system better to implement in parallel with their development, i.e. developing a process map and making the process changes necessary to make it operational.
Implementation of procedures and new process maps should be accompanied by training of staff and control of work process (the process map).
After developed all the necessary process maps and procedures of the quality system must ensure that the organization a period of time worked on these cards and procedures. This time is necessary for "tuning" of the quality system. This period is usually carried out minor changes to the documentation of the quality system.
The third stage - is carrying out internal audit of the quality system.
The main goal of this phase is to test the operation of the quality system of the enterprises before the certification audit. The additional goals of this stage will be - the practical training of internal auditors to conduct audits, training of personnel of the organization before the certification audit.
The work stage consists of the following main steps:
Step 1. To conduct internal audit of the quality system it is necessary to prepare and plan.
Accordingly, in this step, you:
- officially (a decree on the organization) to appoint the audit team (lead auditor and auditors). A team of auditors is appointed from among the staff trained to conduct internal audits
- prepare a plan and program of audit in the units. As
экономические науки
Гудкова Светлана Анатольевна, Шазамова Наталья Александровна СИСТЕМА МЕНЕДЖМЕНТА КАЧЕСТВА В ОТДЕЛЕ ...
internal audit is carried out to prepare for the certification audit, plan and schedule internal audit should include all departments of the enterprise, activities of which are subject to quality system;
- to develop questionnaires to conduct the audit;
- issue an order for the organization to conduct audits.
Step 2. Conducting audit interviews. During audit
interviews, the auditors test of the organization's staff for their work in accordance with the maps of the processes and procedures of the quality system. Audit is conducted according to the audit program. If the audit reveals noncompliance, the auditors must draw up the protocols of discrepancies, which are discrepancies. During the audit, the auditors check the documentation of the quality system at the workplace, work on this documentation, records as required by the system.
Step 3. Preparation of audit report and corrective action plan. After the completion of the audit units and preparation of all protocols check inconsistencies lead auditor should prepare the audit report which specifies the scope of inspection, requirements for which verification was conducted and statistics on the discrepancies. This report must be signed by the lead auditor and given to the leadership of the organization (e.g., CEO) [9].
Also the lead auditor together with representatives of departments, where there were inconsistencies, you must prepare a corrective action plan to correct identified discrepancies.
After removing inconsistencies, the representatives of the divisions must report to the lead auditor on elimination of irregularities, as lead auditor or auditors of a team of internal auditors must verify the reality and effectiveness of the actions taken. If corrective actions were indeed performed, the lead auditor or auditors make a mark on the completion of corrective actions in the protocols of nonconformities and the corrective action plan.
When all corrective actions are completed, the organization may submit an application to the certification body for certification to ISO 9001:2008 [10].
After the organization of successfully passed certification and receive certificate of conformity to the requirements of ISO 9001:2008 the system of quality does not end there, though the latter, of course, could be less. The quality of system must be maintained and must continually be improved. This means that any changes in products (services) of the organization, the processes or the system must quickly be analyzed and recorded in the documentation of the quality system. In addition, to confirm efficiency and effectiveness of the quality system the organization shall conduct periodic internal audits. Such audits shall be conducted in the organization at least will undergo Supervisory audits from the certification body. As a rule, the Supervisory audits from the certification body meets once a year.
REFERENCES:
1. RK 4.2.2-2011 QMS Quality Management System. Quality quide
2. GOST R ISO 9001-2008 Quality Management System. Requirements.
3. GOST R ISO 10015-2007 management organization. Guidelines for training.
4. ISO 9004: 2009 «Management in order to achieve sustainable success of the organization. on the basis of quality management approach «// For training purposes.
5. Cascio, Wayne F., and John W. Boudreau. Investing in People: Financial Impact of Human Resource Initiatives. FT Press, 2008.
6. Human Resource Information Systems (HRIS) Outsourcing.
7. Versan V. Quality Management subsystem now matrix management structure. - Standards and Quality. - 2008. - № 5. - S. 56-59.
8. Dobrovinsky AP Human resource management in the organization: the manual / AP Dobrovinsky. - Tomsk: TPU, 2011. - 416
9. Dubrovin, LA Organization of work with the staff on the basis of universal principles of quality management / LA Dubrovin // Young in library business. Vol. 1: Human Resources Policy. - M., 2002. - S.16-26.
10. http://docs.cntd.ru/document/gost-iso-9001-2011
11. http://www.businessballs.com/dtiresources/quality_ management_systems_QMS.pdf
