Open Access Short Communication

Directions Developing Quality Management Systems of Mechanical Engineering Enterprises

Vavilin Yaroslav*

Department of “Quality Management, Standardization and Metrology” Bryansk State Technical University, Bryansk, Russia

Corresponding Author

Received Date: November 19, 2020;  Published Date: November 25, 2020


The article deals with the development of the quality management system in the context of changing economic policy and increasing competition. The article considers the main directions of developing integrated management systems in organizations.

Keywords: Quality system; Mechanical engineering; Integration


In conditions of high competition and limited resources (especially financial), the issue of strategy for organizing machinebuilding production to reduce all types of costs and to increase its efficiency, as well as search for competitive advantages becomes relevant [1-5].


Modern realities of the struggle for the consumer and reduction of all types of costs lead organizations to realize the need not only to create ISM, but also to expand them by introducing various subsystems.

The integrated quality management system is defined as a part of the general management system that meets the requirements of two or more standards and which functions as a whole. The introduction of such systems allows us to solve a number of tasks to optimize document flow, in particular [2-5]:

• appearing repetitive processes;

• complexity of perceiving interrelations and system element subordination;

• high labor input and resource requirements for independent implementation.

Another area of product quality assurance is the introduction of a modern quality philosophy. Among the most popular in recent years, we can distinguish lean production methods (mapping the flow of value creation; pulling line production; kanban; kaizen; 5S system; SMED system; TPM system; Just-In-Time system; visualization). However, the simultaneous implementation of all these elements may not lead to the desired result (“process paradox” - a large amount of resources spent does not lead to a significant effect)./p>

In this regard, the issue of optimal choice of priority tools and methods for managing the quality of products becomes relevant. The two criteria with a ten-point rating scale are proposed to use: the importance of the element (1 – low, 10 – high) and the payback period (1 – slow, 10 – fast). The final score is obtained by multiplying and is described as follows: 1-16-negligibly level of recommendation for the implementation; 17-32-low; 33-48-medium; 49 – 64 - high; 65 – 100 – primary. The evaluation results of lean production elements are shown in the table.

Table 1:Ranking of lean production elements.



Applying this kind of ranking assessment will allow a rational approach to the question of the sequence of implementation of quality management elements and achieve a significant reduction in the payback period for implementation.



Conflict of Interest

No conflict of interest.


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