Organizational, economic and methodological foundations of structural and functional transformations
Forms, methods and technologies of structural and functional transformations
Goals, objectives and principles of structural and functional transformations
Topic 1. CONCEPT OF STRUCTURAL-FUNCTIONAL TRANSFORMATIONS IN HIGHER SCHOOL
Section 1. Scientific foundations of organization and management in higher education
INTRODUCTION
The development of the education system depends on educational technologies, methods, instrumental forms, organizational structures, as well as the effectiveness of management in the conditions of socio-economic transformations in our country.
In order to ensure competitiveness, universities need to solve problems of organization and management at a qualitatively new, systemic level.
The academic discipline “Organization and Management in Education” takes into account and reflects the provisions of such educational courses as “Economic Theory” and “Economics in Education”, uses a number of principles and categories of these disciplines to design subsystems and ensure their functioning.
Increasing the efficiency of an educational institution largely depends on the specific forms and methods of organizing work in various departments.
The objectives of the training course “Organization and Management in Education” are as follows:
§ provide future engineers with knowledge in the field of organization and management of educational processes, as well as scientific activities, sufficient for a qualified solution of problems arising in the process of work among technical specialists;
§ to instill in specialists skills in the field of organizational design and improvement of labor organization and management in educational institutions.
The main subjects of consideration in this work are the organizational and managerial processes that ensure the functioning and development of the education system.
The object of study is higher school, expressed in the form of norms, methods and tools, through which the goals and mutually determining conditions for its effective functioning and development are determined.
The general goal of structural and functional transformations is the formation of a management system for the education sector, ensuring the preservation of the cultural and educational national potential, increasing the level of education of the population, scientific and technical development of the country through the effective provision of high-quality educational services by the education system and its constituent educational institutions that meet the strategic goals and current tasks of the country's socio-economic development.
The general goal is assessed by two criteria: optimality and limiting conditions.
The first criterion aims to ensure quality education as a system of knowledge, abilities, skills that students should acquire in the learning process.
The second criterion requires the effective functioning of educational institutions as components of the education sector. When implementing these criteria, it is necessary to take into account the socio-economic state of the national economy.
The general goal is specified by a system of the following specific goals:
1. Increasing the efficiency of using the scientific and pedagogical potential of educational institutions through integration processes of various forms and types;
2. Creation of conditions ensuring the implementation of the principle of lifelong education;
3. Increasing the compensatory qualities of the education sector in the face of economic threats to its financial stability;
4. Improving the content of education in educational institutions of all levels through a rational combination of federal, regional, municipal components of the state educational standard;
5. Increasing the efficiency of using the material and technical base of educational institutions through the selection of rational options for structural and functional transformations;
6. Attracting additional financial flows to the education sector through extra-budgetary sources;
7. Preservation and development of scientific and pedagogical schools in the field of education;
8. Meeting the needs of enterprises and organizations for the training of qualified specialists.
The most effective structural and functional changes in the field of education can be carried out by observing the following basic principles:
1. Validity, i.e. carrying out structural and functional transformations in accordance with established traditions and objective inertia, affecting the interests of broad sections of the population;
2. Limited and balanced budget funds, i.e. maintaining stable budget financing of educational institutions and rational redistribution of funds released as a result of these transformations;
3. Voluntariness, i.e. openness and wide awareness of the scientific and pedagogical community, students and parents.
4. Taking into account regional characteristics, i.e. economic conditions, national and cultural traditions, customs of the population and prospects for socio-economic development of the regions.
Question: From the following structurally functional transformations, select and emphasize those that are aromorphoses that ensure the occurrence of mammals 1 -day breathing, 2 -full separation of arterial and venous bloodstreams, 3 -man -core erythrocytes, 4 -dirked cover, 5 -sided bones, 6 -fits of 7VNITRUTRUTIONAL REPARATION, 8VITURITIONS cubs of milk, 9th -minded blind intestines with appendix.
From the following structurally functional transformations, select and emphasize those that are aromorphoses that ensured the occurrence of mammals 1 -day respiration, 2 -full separation of arterial and venous bloodstream, 3 -haired erythrocytes, 4 -haired cover, 5 -sided bones, 6 -fucked limbs, 7VNITRITRODRY FROUNDING, 8VCCARMISIONS dash with milk, 9 podorification of the cecum with appendix.
Answers:
here are the answers to the task: 2,7,8
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1. Indicate the time boundaries and duration of the Mesozoic era.
Time limits: 240 - 65 million years ago.
Duration: about 170 million years.
2. Fill in the missing words.
At the beginning of the Mesozoic era, intense geological processes took place, which consisted of the formation of mountains, as a result of which warm, near-tropical climate.
3. Describe the main changes that the plant world underwent during the Mesozoic era.
Answer: Giant ferns, tree-like horsetails and mosses have become extinct; gymnosperms reached their peak and the first angiosperms appeared, which gradually spread to all continents.
4. Complete the sentence.
In the Mesozoic era, angiosperms first appeared and spread widely, as they had a number of advantages in the struggle for existence, namely: a highly developed conducting system, the presence of a flower that ensures cross-pollination, and a seed that protects the embryo and supplies it with nutrients.
5. Name the groups of invertebrates and chordates that reached their greatest prosperity in the Mesozoic era.
Invertebrates: insects.
Chordata: reptiles.
6. Describe the geological and associated climatic changes on Earth at the end of the Mesozoic era. Indicate the transformations of the flora and fauna of the planet caused by them.
- Geological changes: mountain building (the Alps, Andes, Himalayas appeared).
- Climate change: cooling.
- Changes in flora: reduction of semi-aquatic vegetation.
- Changes in fauna: many invertebrates and amphibians became extinct in the seas, and herbivores and predatory dinosaurs died out on land. The number of birds and mammals has increased.
7. Select and underline the correct answer to the question.
Question: Which groups of organisms of the Mesozoic era supposedly gave rise to birds? (This refers to ancestral, not transitional forms.)
Answer: archosaurs.
8. Indicate which of the listed transformations that accompanied the emergence of birds can be considered aromorphoses, and which - idioadaptations?
1. Loss of the bladder.
2. Spongy lungs.
3. Outgrowths of the sternum (keel)
4. Feather cover.
5. Horny beak.
6. Shortening of the hindgut.
7. Transformation of the forelimbs into wings.
8. Complete separation of arterial and venous blood flow.
Answer:
Aromorphoses: 2, 8.
Idiomatic adaptations: 1, 3, 4, 5, 6, 7.
9. From the structural and functional transformations listed below, select and highlight those that are aromorphoses that ensured the emergence of mammals.
Answer: Double breathing, complete separation of arterial and venous blood flow, anucleate red blood cells, hair, hollow bones, a five-fingered limb, intrauterine gestation, feeding the young with milk, the appearance of a cecum with an appendix.
10. Complete the sentence.
Mammals arose during the Triassic period of the Mesozoic era.
11. Prove the validity of the statement: “Mammals could not occupy a dominant position immediately after their emergence.”
Answer: Mammals could not compete with predatory dinosaurs and other reptiles throughout the Mesozoic and were actively exterminated by them. Only after the almost complete extinction of most reptiles were mammals able to spread widely across the Earth.
The structural and functional principles of the formation of organizational structures determine the maximum possible consistency of functions and all private procedures related to them. The principle of organic integrity of the object and subject of management . This principle is a consequence of the law of correspondence of the diversity of the control system to the diversity of the controlled object.
He takes into account the fact that the control system works with information display of those processes that occur in the production system, developing solutions to adjust them to achieve the main goal of the system. The main factor influence on the organizational structure is recognized technology.
The principle of correspondence between the purpose of an element and the resources allocated for its implementation . This principle implies assignment to each subsystem(element) of control of such set of resources that ensures achievement of the goal(tasks) of the system.
The principle of correspondence of elements and functions to each other . The essence of this principle is that the external and internal environment of the organization influencefunctional management structure. The specific control function corresponds tothere is a certain structural block, and vice versa.
The principle of a rational combination of specialization and universalization of elements organizational structure. This principle takes into account the functional specialization of management work. As a rule, deepening specialization leads to an increase in the quality of decisions made, but at the same time entails an increase in the costs of maintaining the management apparatus. Universalization involves the performance by one element of the management structure of several homogeneous management works. This eliminates duplication and reduces management costs. However, as a consequence, highly qualified workers are required.
The principle of structural flexibility . It is based on the principles neutralization of dysfunctions. It takes into account the need to create easily reconfigurable structures in the organization’s management structure that could perform new functions. The basis of the organization is the presence in it of relatively rigid (stationary), clearly defined functional blocks and relatively flexible (mobile) entities. The rigid blocks of the structure represent those stages of the organization that were first identified during the division of managerial labor. Rigid blocks of structure are embodied stages of organization that are common to many situations.
The principle of structural ensuring the continuity of types of management activities . It assumes the need for rational use of the results of one type of management activity by another. This requirement must be taken into account when forming the organizational structure for managing the organization.
15. Principles of building a rational organizational structureFor In order for the organizational structure to be adequate to market requirements, the following principles (requirements) must be observed.
The principle of the inevitability of organizational change . In accordance with this principle, it is believed that structural changes in the organization are objectively necessary. They should be associated with the main strategic opportunities for increasing the efficiency of the system: the creation of new types of products and technologies for their production; changes in the proportions (shares) of product output, production capacities and technologies. The principle of direction of organizational transformations . Taking into account this principle should show the elimination of the discrepancy between the structure of goals and the structure of the organization, which can be either preventive or operational. As a rule, the development of measures for organizational support of strategic plans for the development of an organization reduces the possibility of the emergence and accumulation of system dysfunctions. However, this does not guarantee the absence of problems, so situational actions are necessary to identify and solve them. The principle of compatibility of spasmodic and evolutionary processes . According to this principle, the possibility of structural abrupt changes in the organization as a reaction to an emerging problem should be minimized. This is achieved by improving the quality of goal setting and measures for organizational support of the enterprise development concept. The use of flexible organizational structures that make it possible to neutralize abrupt processes reduces the speed of spread of dysfunctions in rigid structures. The development of projects for organizational support of strategic plans of an economic organization, taking into account the opportunities and threats of the external environment, makes the process of organizational and structural development systematic. The principle of complexity of organizational innovations . Based on this requirement, you should know that reorganization cannot be localized in individual structural blocks of the system; it covers the entire organization and, as a rule, is of a deep qualitative and irreversible nature. As a result, it is advisable to implement organizational innovations at the stage of “maturity” of the organization, so that the remaining positive forces can be directed to solving new management problems. The principle of personnel participation in the process of organizational change . This principle presupposes the need for open and honest discussions on key issues of organizational innovations already during their design development, the introduction of a system of incentive factors that cover possible losses from their implementation. The source of resistance is the subjective element of the system, which is why the motivational mechanism of its activation is an urgent problem of modern management.
Principles development of organizational management structures should :· be in accordance with the general principles of organizing systems;follow from the laws of the organization as a system with an ordered internal structure, suggesting unity with the external environment;
be consistent with general principles of business management regarding the implementation of such a function as organization.
16. Basic principles of organizing production processesIN In order to rationally organize the production process, it is necessary to comply with a number of principles (basic provisions) that improve the economic performance of the enterprise and, on the basis of which the construction, operation and development of production are carried out. Basic principles of organizing production processes:
·The principle of specialization.
The principle of continuity.
The principle of proportionality.
The principle of parallelism.
Direct flow principle.
The principle of rhythm.
The principle of flexibility.
Systematic principle.
The principle of technical equipment (automaticity).
Optimality principle
Specialization - assumes that in individual departments of the enterprise and at workplaces, products of a limited range are manufactured and a small number of technological operations are carried out. Specialization allows you to increase labor productivity and the volume of output, increase the degree of mechanization and automation of all processes, improve the organization of labor and the economic indicators of the enterprise.
Continuity – assumes that each subsequent operation of one technological process should begin immediately after the end of the previous one, i.e. the production of production objects must be organized without aging them or with the minimum possible aging, as well as without downtime of equipment and workers.
Proportionality – assumes the possibility of producing the required amount of products per unit of time in all parts of the PP. The distribution of work should be balanced in proportion to the capacity of the production unit, i.e. to perform individual partial processes, the number of jobs or mechanisms is determined, proportional to the labor intensity of the processes. Violation of the principle of proportionality leads to the emergence of “bottlenecks” and underutilization of jobs, i.e. to deterioration in the use of equipment. And this, in turn, leads to a decrease in production output and a decrease in production efficiency.
Parallelism characterized by maximum simultaneous work on the manufacture of production objects, i.e. several copies of the same parts are simultaneously processed in different operations and all operations are simultaneously performed at different workplaces. Increasing the level of parallelism leads to a reduction in the duration of the production cycle (PLC) and saving working time; helps reduce the degree of PP discontinuity.
Straightness - assumes a straightforward and shortest path for the movement of production objects through workplaces, production areas and workshops. Their movement must be organized along the technological process, without return movements. This can be achieved when production facilities have a similar sequence of operations.
Rhythm - assumes that partial processes and the entire process for the production of a certain number of products are repeated at strictly established intervals of time (tact).
Flexibility – involves rapid re-adjustment of production with
transition to the release of new products. Flexibility influences such principles of rational organization of software as continuity, rhythm, straightness, parallelism.
Systematicity – assumes that individual work on the manufacture of products should be considered from the point of view of performing all work on the manufacture of all products, and also that the production of production objects is carried out strictly sequentially, with a certain frequency, in the required quantity, assortment and in established deadlines.
Automaticity – assumes the maximum degree of mechanization and automation of PP with the participation or under the control of a person. If a person's role is reduced to observation and control, then there is full automation of processes. If a person performs some work, interfering with the actions of mechanisms, then there is partial automation PP, and such processes are called automated. Automaticity increases the degree of continuity and parallelism of the software.
10. Optimality - involves performing all release processes
products in the required quantity and quality, within the specified time frame, with minimal costs of material and labor resources. The implementation of the optimality principle leads to saving time for completing work, i.e. Products are released faster.
17 Features of the organization of production processes of enterprisestire manufacturing The basis of the activity of any enterprise is production process (PP) – a set of interconnected labor and natural processes, as a result of which raw materials and semi-finished products are transformed into finished products.
The main elements of PP are:
objects of labor - products produced by the enterprise (working capital) and located at various stages of production or in stock;
means of labor – tools of production, land, buildings and structures, equipment, vehicles (fixed assets);
labor itself is an expedient activity carried out by an employee of an enterprise in order to produce the enterprise’s products. PP consists of three interrelated labor processes.
Main are the processes for manufacturing, assembling and testing products manufactured by the enterprise.
TO Vauxiliary These include processes that ensure the uninterrupted flow of basic processes. Auxiliary processes can be divided into two types:
1) processes whose purpose is the production and restoration of tools, i.e. production of equipment, tools, spare parts
for equipment repair, etc.; 2) processes whose purpose is the production of electricity, steam, compressed air, etc.
Attendants processes do not create any material values, but create the necessary conditions for the normal course of the main and auxiliary processes. These include maintaining buildings and structures in working condition; supplying departments with materials, semi-finished products, and tools; transportation and storage of products.
The main process may consist of four stages : procurement, processing, assembly and testing.
PP stage is a set of processes and works, the implementation of which characterizes the completion of a certain part of the process and is associated with the transition of a production object (subject of labor) from one qualitative state to another. will prepare spruce stage, blanks, castings, forgings are created, which are subjected to further processing and assembly.
The task of this stage is to obtain the required production object in more economical ways, with the smallest allowances.
On about processing stages of workpieces and materials are processed on metal-cutting equipment, in thermal furnaces, in electrochemical installations and transformed into finished parts.
The task of this stage is to obtain parts of the desired shape, size, and with the required surface characteristics.
On assembly stage Parts and components are assembled into units and assemblies, and finished products are assembled from them.
The task of this stage is to ensure the required quality.
The task of this stage is to confirm the quality and reliability of the manufactured products.
Main PP is divided into partial processes, the structural unit of which is operation.
Operation - this is a part of the process performed on one work station by one or more workers.
PP operations are divided into main and auxiliary.
If during the execution of an operation the shape, dimensions and properties of a production object change, then such an operation is called basic or technological
The set of technological operations forms process.
If an operation is associated with the movement of production objects from one work station to another, with identifying the quality and quantity of manufactured products, then it is called auxiliary.
PP is carried out at workplaces, production sites, and workshops.
Workplace – part of the production area, equipped with the necessary equipment and devices, where workers perform individual manufacturing operations.
The set of jobs that perform part of the production process or create part of the manufactured product range forms production site, which, in turn, is the primary structural unit of the workshop.
Workshop – This is an organizational and technological separate division of an enterprise that performs part of the production process or produces a certain semi-finished product or finished product. The workshop's products can be used both within the enterprise and by other enterprises.
Enterprise management represents the regulation of the entire production process, incl. product and production process development, decision-making on the location of production facilities, work design and labor regulation.
Product and production process design requires a clear definition of design criteria and selection of optimal alternative options. The main goal here is to achieve a minimum level of cost per unit of production.
Product Design is based on the principle of satisfying customer needs. To do this, the product (product) is assessed according to such criteria as:
·price;
· economical operation;
·quality;
size, power or strength;
service life;
· safety and reliability in operation;
· versatility of use, etc. deciding on the nature of the product, about the design progress selection
options are carried out based on the following indicators:
dimensions and shape of the product;
materials;
· the ratio of standard and unique elements;
modular components;
·redundant components to improve reliability;
·security elements, etc. Manufacturing process design involves assessing the project according to
following criteria:
production capacity,
·economic efficiency,
·flexibility,
·performance,
·reliability,
·standardization,
· safety and ecology, etc. Selecting Manufacturing Process Options is carried out using
tion of such characteristics as:
· type of production (single, serial, mass);
·in-house production of components or external purchase of all and some components;
·methods of performing certain types of work;
·degree of mechanization and automation;
· level of specialization of workers.
When designing a production process The following expenses are taken into account:
· cost of land, rent;
· acquisition or construction costs;
· costs of transportation of raw materials, fuel, finished products;
·energy and water supply costs; taxes and insurance;
· payment of labor.
Design of production capacity and involves solving such issues as the size and capacity of the enterprise being created, its location. When choosing a production site or building The following factors are assessed for the enterprise:
·restrictive norms for the development of an industrial zone,
·compatibility
with neighboring objects;
·size, configuration and other technical parameters of the site;
volume of transport and preferred types
transport;
· distance from residential areas and infrastructure facilities;
location of competing enterprises. When resolving enterprise planning issues the task is to reduce
minimum movement of materials, ensuring flow in the movement of objects
production, efficient use of all production areas, ensuring safe working conditions.
Work design includes determining the content of each type of work at the enterprise; the procedure for distributing work; development of principles of economic efficiency of work; principles of employee behavior. It is assumed that the nature of the work must correspond to the abilities and qualifications of the employee, the capabilities of the equipment, and the psychological expectations of the employee.
Labor rationing involves developing standards for the time required to complete a specific operation or production task. Time standards are used in planning and assessing equipment load, developing schedules and assessing the work of people involved in production.
18. System of quality management standards
It is worth starting with the statement that any organization has a management system, which is a set of organizational structure, powers and responsibilities existing within its framework, operational processes, labor, material and financial resources, etc. All these components are combined and interact with each other to achieve the goals of the organization. Thus, the management system is a means of achieving the goals formulated by the company's management. However, not every system is effective and capable of meeting the expectations of stakeholders. An effective system allows you to achieve your goals at optimal costs and within specified time intervals. Such a system usually implies strictly ordered, regulated 1 activities to an optimal extent, which should be understandable for both managers and ordinary employees.
The most well-known representatives of management systems, the requirements for which are enshrined in international ISO standards, are quality management systems (QMS). The International Organization of Standardization (ISO) (from the Greek word isos - equal) is a non-governmental organization and has consultative status with the UN. The main goal of ISO is the development of standardization and related activities throughout the world, the harmonization of the interests of manufacturers and consumers, as well as the development of international coordination for the unification of industrial standards.
The main activity of ISO is the development and publication of international standards in various fields of activity, recognized throughout the world. Today there are more than 12,000 international standards covering almost all types of economic activity. Among these documents, a special place is occupied by ISO 9000 series standards 2, which define the requirements for quality management systems. Not to the quality of products or services, but specifically to how the management system is organized and functions. In the national certification system (GOST R), the standards included in the 9000 series are called GOST R ISO 9000:2001, GOST R ISO 9001:2001, GOST R ISO 9004:2001. They are created<методом смены обложки>and are almost completely consistent with their counterparts issued by ISO.
Effective, competent management of an organization, management from the point of view of common sense, is fundamentally impossible without ensuring the quality of products. Therefore, the ISO 9000 series of standards represent a generally accepted version of the requirements for the management of an organization. At the same time, ISO standards impose a number of specific requirements on the management system, which are determined, first of all, by the need to carry out its independent assessment - certification.
The importance of the ISO 9000 series of standards lies in defining uniform requirements for the management of an organization in terms of ensuring the quality of its activities. Standards are intended to help an organization demonstrate its ability to provide products or services that meet customer requirements, and to achieve customer satisfaction objectives through the effective management of its management system, including processes for continuous improvement and compliance with customer requirements, involving all parts of the organization, including personnel. It should be noted that the first principle of quality management formulated in the ISO 9000 standard is<customer orientation: organizations depend on their customers and therefore must understand their current and future needs, meet their requirements and strive to exceed their expectations>
An organization's management system may include various management subsystems, for example: a quality management system (QMS), a financial management system, an environmental management system. Quality goals complement other organizational goals related to development, financing, profitability, environment, health and safety, etc.
The various parts of an organization's management system can be integrated together with the QMS into a single management system using common elements. This can facilitate planning, allocating resources, setting additional goals, and assessing the overall performance of the organization.
The international standard ISO 9000 defines a QMS as a management system for directing and managing an organization in relation to quality. The QMS is designed to organize the activities of an enterprise in such a way as to guarantee the quality of the enterprise’s products or services and<настраивать>This is quality that meets the expectations of consumers (customers). At the same time, its main task is not to control every unit of production, every operation, but to make sure that there are no errors in work that could lead to inconsistencies. The QMS emphasizes prevention of problems, confirming the common sense assertion that fire prevention is more effective than fire suppression.
The quality management system in accordance with the requirements of ISO standards must have:
politics, in which its goals and objectives are formulated, as well as the principles for achieving them;
consistent with policy a system of interconnected and complementary processes;
regulatory framework, corresponding to a system of interrelated and complementary processes, and representing a set of consistent regulatory documents;
effective implementation mechanism requirements regulated by regulatory documents;
Organization staff must have knowledge policy, regulatory framework, mechanism for implementing its requirements, as well as the ability to apply this knowledge in practice. Requirements arising from the policy and regulatory framework of the system must be respected and respected.
<Пирамида>QMS documents begin with a documented statement of quality policy and objectives. On its basis, the main document of the QMS is developed -<Руководство по качеству>. This document is the quintessence of the system; it contains the main provisions regulating activities within the QMS and links to documents of the next level - system-wide documented procedures. According to the ISO 9001 standard, the organization must develop six mandatory system-wide procedures that describe the management of documents, data (records), internal audit of the QMS and its components, non-conforming products, corrective and preventive actions. In addition to mandatory system-wide procedures, the regulatory framework may include an arbitrary number of enterprise standards regulating certain aspects of the QMS activities.
Next layer<пирамиды>are the documents necessary for an organization to ensure effective planning, implementation and management of processes. These include work methods, instructions and process flow charts. The development and updating of these documents will become faster and more efficient when using the ARIS tool system.
The base of the pyramid consists of records (data) that provide evidence of compliance with the requirements and effectiveness of the quality management system. The availability of objective data on the activities of the QMS is the requirement of the seventh principle of quality management:<fact-based decision making: effective decisions are based on the analysis of data and information>.
Organizing the effective use by personnel of a large number of documents of the regulatory framework of the QMS requires the use of special technologies, for example, document management systems.
The presence of a regulatory framework for the QMS does not yet guarantee its effective operation. Mechanisms for implementing the requirements formulated in them are needed. All mechanisms for implementing QMS requirements and implementing processes within the company’s activities should be built on the basis of a management loop (Deming cycle), which includes the following phases: planning activities, their implementation, monitoring the results obtained and analyzing these results in order to adjust existing and develop new plans.
ISO 9001 requires top management to periodically review the organization's performance of the quality management system to ensure its continued suitability, adequacy and effectiveness. This is where the second principle of quality management comes into play.<leader leadership: leaders ensure the unity of purpose and direction of the organization. They should create and maintain an internal environment in which employees can be fully involved in solving the organization's problems.
An important point in creating effective mechanisms for implementing the requirements of the regulatory framework is clear regulation of the activities of each employee of the company, defining and bringing to the attention of all personnel of the organization their responsibilities and powers. This provision allows you to implement the third principle of quality management<employee involvement: Employees at all levels form the backbone of the organization, and their full involvement enables the organization to benefit from their abilities.
The role of personnel in building a QMS is, of course, decisive. In section 6.2<Человеческие ресурсы>ISO 9001 standard formulates general requirements for personnel:<6.2.1 Общие положения. Персонал, выполняющий работу, влияющую на качество продукции, должен быть компетентным в соответствии с полученным образованием, подготовкой, навыками и опытом>. Without respect and compliance by staff with the requirements determined by the policy and regulatory framework, it is in principle impossible to build an effective QMS.
An analysis of the requirements of ISO 9000 series standards allows us to identify two primary tasks in relation to personnel management, the solution of which will significantly improve the efficiency of the QMS:
1. Determination and formalization of personnel requirements, for example, by building competency models for positions and/or business roles. Competence is the abilities and knowledge acquired or improved through developmental activities (training, instruction, self-education, etc.).
The constructed competency models allow:
Clearly regulate future requirements for the competence of all company personnel by obtaining a register of competences. The formulated register contains strategically important information, which is subject to significantly less changes over time than the organizational structure, for example. Obviously, this register must be constantly updated and replenished;
Determine the set of competencies required to perform each process. This establishes a relationship between the organization’s processes and the competence of its employees;
Establish cause-and-effect relationships between the company’s strategic goals and personnel requirements.
In general, work on building competency models should contain the following stages:
Defining strategic goals, for example, by using the BSC methodology;
Development of processes that support the achievement of stated goals using ARIS tools;
Formulating requirements for positions and/or business roles of the organizational structure;
Determining the competencies required to carry out the designed processes within the designed organizational structure;
Developing an organizational structure that supports the execution of processes.
19Terms and definitions of the business process approachBusiness process (BP) is a coordinated and ordered sequence of actions aimed at achieving a certain final result (initially understood as customer satisfaction). General information about power supply
·The main goal of a business process is to transform the input (resources included in the process, necessary for the implementation of the process) into output, i.e. result, product of the process.
·The main “filling” of a business process is a set of sub-processes, works, operations performed on inputs to obtain outputs. The process is carried out using a specific mechanism
·There are primary and secondary process inputs. Primary inputs arrive at the beginning of the process. Secondary inputs appear during the implementation of the process on its constituent subprocesses.
·Primary output is the direct, planned result of the process implementation. A secondary output is a by-product of a process that is not its main purpose.
·The process occurs on its own, it is controlled and produced by a specific performer or group.
·A business process is produced for someone - the one who consumes the result of the process is the client of the process.
Business process characteristics Any business processes (BP) consist of individual operations(elementary actions) and accompanied by changes in the flow of input and output information, depending on changes in external conditions And structure and amount of resources used.
·Incoming array of data (information, documents, etc.) and resources (tangible and intangible assets)
“Output product”: what is the result of a business process
· “Owner” of a business process: an object (company, division, employee) responsible for this business process
4 Resources (tangible and intangible assets, human resources) involved in the implementation of the process
· Business process performance benchmarks
Implementation mechanism
