Современные системы менеджмента качества (на примере компании Тойота)
The article deals with the modern quality management systems and defines their application in practice using the example of Toyota.
This paper is devoted to a currently active area of scholars' research - integrated quality management systems (IQMS). Despite the high prevalence of IQMS in the US and European economies, until recently, in Russian organizations, separate management systems for each particular area were considered to be the norm: ecology, quality management of products, health and safety of personnel, etc. The reasons for the low prevalence of IQMS in small organizations in Russia are observed. We discuss such major factors as, for instance, the lack of a unified model for the formation and implementation of an IQMS at the enterprise. The methods for calculating the costs of practical implementation of IQMS, depending on the resource and organizational requirements for improving the efficiency, are not standardized. Specific measures are proposed in order to encourage the development and penetration of IQMS in Russian organizations. Attention is paid to the development of remote outsourcing organizations that build integrated quality management systems for contracting firms and allow achieving economic efficiency through economies of scale, including through the virtual integration of several small and medium-sized enterprises. The issues of developing unified schemes for the implementation of IQMS for different types of organizations, depending on the industry and other specifics, were discussed.
This paper presents the urgent problem of improving the developed satellite telecommunication equipment reliability and quality. An analysis of the approaches used in the Russian Federation and the United States to assess the "production quality factor" is made, that directly affects the dependability and quality of the telecommunication equipment. Particular criteria are developed to evaluate the efficiency of the quality management system at the enterprises. Recommendations for the implementation of the developed criteria in the mathematical model for assessing the "production quality coefficient" for the failures category related to the systems management process factor are given.
A sustainability perspective is a practical today's goal for collaboration of state, business and society. The special role within this triad belongs to business companies, which integrate the sustainability principles into their strategies to improve organizational processes and long-term growth. Quality management system (QMS) is an important tool to ensure sustainability through business performance. According to the International standard organization survey of QMS, more than 1 million certifications issued in 178 countries by 2010. The position according to which corporate management of sustainability by the help of QMS, which corresponds to international standard ISO 9000 is presented in the paper. The aim of the paper is to examine the factors, which affect organizational decision of the companies in the emerging countries to implement QMS ISO 9000. The impact of internal and external factors which influence managerial decision of QMS implementation is analyzed in the paper. Specifically, the similarities and differences between the motivations of companies from the Commonwealth of Independent States (CIS), new members of the EU countries and countries of the Southern Europe (which aren’t the members of the EU) within the implementation of the QMS ISO 9000, are discussed. The empirical cross-country analysis is based on 2002–2009 data from the Business Environment and Enterprise Performance Survey (BEEPS), conducted by the World Bank and the European Bank for Reconstruction and Development (EBRD). Binary logistic regression was used to analyze the data. The study identifies the role of economic development and institutional environment in the QMS ISO 9000 implementation. There are highlighted three “portraits” of companies, which implemented QMS: (a) from the Commonwealth of Independent States (CIS) countries; (b) from the new EU members countries; (c) from the Southern Europe countries, which aren’t the members of the EU. The results show that QMS ISO 9000 implementation leads to increase of competitive ability and investment attractiveness of the company, to improvement of product quality and stakeholders communications, to human resources development. These business processes improvements, as a QMS implementation result, can potentially activate the company’s sustainable effects and then - national and global sustainability transformations.