Паустовський Є. С., Панасюк І. М.

Дніпропетровський національний університет імені Олеся Гончара


The basis for achieving a strategic competitive advantage for an enterprise in today's environment of economic globalization and the fast growing competition is the complete focus on the end consumer. One of the main requirements of the complex development strategies for such enterprise is the strategy of quality management. According to international standard ISO 9000 version 2000 quality management is coordinated management activities and control activities of the organization with regard to quality.

The process of quality management, based on the guidelines of the modern concept of quality management, is considered as an independent, complex function of business process management which has the following objectives:

1) achievement of competitiveness and profitability by improving product quality and all major support and management processes;

2) reduction of all costs and strengthening of the economic stability of the company;

3) compliance with environmental requirements;

4) providing targeted and systemic effects on quality parameters in the direction of continuous improvement.

Modern approaches to the implementation of quality management is the concept of TQM (Total Quality Management).

Total Quality Management (hereinafter TQM) is a concept that provides universal, targeted and well coordinated application of systems and methods for quality control in all areas, from research to after sales service, with the participation of management and employees at all levels and rational use of technical opportunities.

The aim of TQM is to achieve long-term success by maximizing satisfaction of all groups interested in the company. By the concept of "interested parties" are meant people or groups interested in the success of the organization. These include customers, owners, employees, suppliers and society, but some cases may belong to other parties. The objectives of TQM are continuous quality improvement through regular analysis of the results and correction activities, the desire to complete absence of defects and reduce non-productive expenditure, competitiveness and gain the trust of all stakeholders through the use of advanced technology, flexibility, just-in-time deliveries, energy group.

Cycle management in an organization that works on the principles of TQM, is a cycle of continuous improvement of performance which includes three key aspects:

1) improvement planning (analysis of consumer needs, society, employees and organizations that are constantly changing, analysis of internal capabilities of the organization to improve the quality of the calculation of quality costs);

2) improvements implementation (prioritizing processes, which are corrective actions, creating a team to improve the process, clarify objectives, collecting data, causal analysis, planning and implementation of solutions, documentation, evaluation, standardization);

3) self assessment (national and international awards for quality, intra scoring system).

The structure of modern methods of quality management are:

1) The concept of continuous improvement Kaizen (KAIZEN) is a systematic approach to quality improvement focused on making regular small steps to improve quality, which are implemented by each employee of the company.

2) Method of structuring functions as QFD (Quality Function Deployment) is a systematic way of studying the needs and wishes of consumers through deployment of functions and operations of the company to ensure quality at every stage of the life cycle of the product, which would guarantee a final result that meets expectations of end consumers.

3) The concept of Quality House is a method of product value that consumers expect, at the minimum of its value.

4) Methodology "six sigma" (6 – d) is a strategic approach to improve the business, which includes the steps in finding and eliminating the causes of errors or defects in business processes by focusing on the output parameters that are critical to consumer.

Besides the above, there are the following TQM techniques and tools: benchmarking, methods of "just-in time" (Just-in-Time), a system of complex equipment maintenance (TPM – Total Productive Maintenance), methodology of process-oriented management (BPMS – Business Process management System), methodology ABC / ABM (Activity Based Costing / Activity Based Management), knowledge of management methods (Knowledge Management), Balanced Scorecard BSC (Balanced Business Scorecard).

Under these conditions, for the Ukrainian companies it is appropriate to use the above methods in order to implement the quality management, but it is necessary to adjust it by taking into account the government policy and standards of quality.