Программа интегрирована в учебный процесс, разработана с учетом европейских стандартов обучения на программах данного типа и может быть признана в качестве семестра за рубежом для иностранных студентов.
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4.3 The list of questions to the final certification 1. Subjects and objects of the course "Total quality management". 2. Evolution and diversity of the category of "quality". 3. Terminology of the course "Total quality management". 4. Current approaches to the content of the category of "quality". 5. Total quality management principles. 6. Classification of quality management methods. 7. Japanese school of quality management. 8. American school of quality management. 9. Russian scientific school of quality management. 10. W.E.Deming management principles. 11. Comparative analysis of Russian, American and Japanese schools of quality management. 12. The content of a systematic approach to quality management. 13. Classification and features of quality management systems models. 14. Current trends of a systematic approach to quality management in the world. 15. The content of ISO 9000 series. 16. The content of the process approach to management 17. The concept of continuous improvement principle. 18. The structure and main characteristics of the quality management system. 19. The formation of the quality management system. 20. The quality management system documentation. 21. Orientation to customers in the organization. 22. Basic elements of customer relationship management. 23. The study of customer satisfaction. 24. The system of quality products (services) criteria and methods of their determining. 25. The influence of the design and development process on the quality of the final products of the organization. 26. The basic elements of design and development process. 27. Classification and description of quality control methods used in the design and development process. 28. Quality controls in the purchasing process. 29. Methods for assessing the opportunities of suppliers. 30. Formation the partnerships with suppliers. 31. The content and classification of quality control. 32. Statistical methods for quality control. 33. National quality awards. 34. Deming Prize and Baldrige quality award. 35. The content and criteria of the EFQM Excellence model. 36. Russian government quality award. 37. Quality of life and its components. 5. List of recommended scientific, educational and methodological literature 1. ISO 9000:2005 Quality management systems – Fundamentals and vocabulary 2. ISO 9001:2008 Quality management systems – Requirements 3. ISO 9004:2009 Managing for the sustained success of an organization – A quality management approach. 4. ISO 10002:2004 Quality management – Customer satisfaction – Guidelines for complaints handling in organizations. 5. Conti T.. Building Total Quality: A Guide for Management. Springer, 1993 6. Conti T. Organizational self-assessment. Chapman & Hall, 1997. 7. Deming W. E. Out of crisis. MIT Press, 2000 8. Evans J. R., Lindsay W. M. The management & control of quality. 4th Edition. South-Western college publishing, 1999. 9. Kondo Y. Companywide Quality Control: Its Background and Development, 1995. 10. Neave H.R. The Deming dimension. SPC Press, 2005 11. Peters T., Waterman R. H. In Search Of Excellence. Profile Business, 2004 12. http://www.iso.org – International organization of standardization. ПРИЛОЖЕНИЕ 2 Ministry of education and science OF RUSSIAN FEDERATION Ogarev Mordovia state university Economics Department Quality Management Chair The course Process management AUTHOR MAKOLOV VASILIY, PHD, ASSOCIATE PROFESSOR OF THE QUALITY MANAGEMENT CHAIR Saransk 2013 THE CONTENTS 1. Introduction. 2. List of topics. 3. Guidelines for the study of the course. 4. Set of tasks and issues for the current, intermediate, and final certification of students. 5. List of recommended literature. 1. Introduction Business Process Management (BPM) is the set of concepts, methods and tools surrounding the definition, implementation, improvement and structuring of processes in organizations. BPM has remained a pervasive persistent management concern for dozens of years. As the interest in process analysis, automation, and optimization continues, organizations need individuals that understand the requirements business places on the design of processes and can synchronize this demand with the technical capabilities of the underlying information systems infrastructure. Business Process Management skills are in high demand for positions such as Business Analysts, System Integrators, Consultants, Compliance Managers, Process Managers and Owners, CIOs and COOs. The objectives of the study of the discipline «Process Management» are: – formation of the character of thinking and values in which questions of the process approach in the enterprises are considered as a priority; – formation of the necessary practical skills in the use of methodologies, concepts, methods and tools for business process management. The main objectives of the training course «Process Management» are the following: a) gaining a basic understanding of the process approach and its role in the formation of an effective business; b) development of methodologies (notations) business process modeling; c) development of the methodological bases of process-oriented management; d) formation of professional knowledge for the improvement and development of business process management . The process of the discipline aimed at forming the next competencies: – ability to identify key processes in company and participate in the development of organizational business models; – ability to apply knowledge of the stages of the life cycle of products or services; – ability to use models of objects (processes) to choose (to build) adequate object model. 2. List of topics
1. Definition of term “Process”, main elements of business-process 2. Classification of processes 3. Contents, advantages and limitation of process approach Business process definition (ISO 9001, M. Hammer, T. Devenport, G. Smith, P. Fingar). An integrated approach to the definition of the process. The relationship of business process and stakeholder groups: management, team, consumers, investors, suppliers, the owner. Classification Process according to various criteria (ENAPS, ISO 9001, etc.). Characteristics of the business processes. Definition and content of the process approach to management of the organization.
1. The basic model of process management in the organization 2. The methodology of process- oriented management 3. Management processes Criteria for new thinking F. Capra. Characteristics of Successful Companies: hoshin kanri (policy deployment), the management process, the use of systems and tools business processes, integration of the supply chain. Value chain. The value system (Porter). Business model Tito Conti . Process model of the organization. The architecture of business processes. Elements and steps of management processes.
1. Fundamentals of Business Process Modeling 2. Targeted use of business process models 3. Methodology (notation) business process modeling Models and simulations. The history of the development of the methodology for modeling business processes. The main types of modeling methodologies and analysis of business processes. The objectives of the simulation. The construction of the organizational structure of the process. Notation business process modeling (IDEF0, WFM, IDEF3, DFD, DFD, ARIS, etc. The steps for describing business processes.
1. Essence, purpose and process management 2. Process Control System 3. The principles of the concept of BPM Functions of Business Process Management: research, planning, organization, activation, coordination, control, regulation. Control System: The cybernetic model of business process management, and 4-component model of the control system. BPMS (system business process management). Features of the concept of business process management (BPM).
1. The concept of function studies 2. Basic research methods processes 3. Stages of the research process The study of business processes. The objectives of the study. System analysis of a business process. The main groups of methods for studying processes: general science, concrete-specific and diversified. Characteristic stages of the research process.
1. Objectives, principles and criteria for regulation of processes 2. Structure of the documentation on processes 3. Development of process map The main purpose of documenting processes. Types and structure of the documentation governing processes. The structure and content of process map.
1. The concept of the product life cycle 2. Requirements for life cycle processes according to ISO 9001 3. Monitoring and measurement of processes Concept and stages of the product life cycle. The processes of the product life cycle in accordance with ISO 9001. The requirements of ISO 9001 to the processes. Property monitoring and measuring processes. The criteria for the effectiveness and efficiency of processes.
1. Objectives and approaches for process optimization 2. Indicators of optimality of process 3. The maturity of the processes The system model of continuous improvement. The philosophy of management improvements. Kaizen: principles, systems, methods. Re-engineering of business processes. Methods and Techniques process management.
1. Concept and types of audit processes 2. Methodology of the audit process. 3. Stages of auditing processes Concept audit process and system. Types of audits. Principles, methods and tools of the audit process. The requirements for auditors. The stages of the audit process. Measures implemented by audit process. 3. Guidelines for the study of discipline Getting to the study of the course «Process Control», you need to realize that the discipline studied at the application level. This means the need for the process of learning activities in the practical examples of the need to obtain the results of the course, practical skills building process models organization, and Decomposition of improved business process models. The goals for the study of the course can be achieved only with the systematic work of students on the study of the discipline. This means that the successful development of the discipline «process management» consists of careful work in lectures, practical exercises, self- reflection in preparation for seminars and during the execution of individual project tasks, working with recommended literature, the discussion of topical issues management of business processes, their measurement, analysis and improvement in the organization with experts in the field. To successfully study the course «Management Processes» the student must be proficient in the material dealt with in lectures, carry out practical tasks, analyze the business and practical situations, participate in discussions in seminars, carry out independent work. Important in this process is to work with literature. The student must be able not only to correctly use the references, offers teachers, but also independently find necessary for the expansion of learning and literature, skillfully use electronic resources. At registration papers, as well as the results of independent practical and project work of the students used application soft-ware Microsoft, Business studio, All Fusion Process Modeler BPwin, Power Point, Excel. Thematic seminars provide technical co- Spending reports using multimedia complex. 4. Set of tasks and issues for the current, intermediate, and final certification of trainees, including test materials Subject workshops coincide with the theme of the lecture, concepts and includes discussion questions, surveys, by reporting on the topics of abstracts, analysis of situations in accordance with the flow diagram of the discipline. Block 1. Control questions and tasks 1. Explain the concept of «process» revealed by the terms «system», «function», «goal», «behavior»? 2. Define the process in terms of «resources», «input», «output», «management». 3. What are the distinctive features of the definition of «business process»? 4. Give a description of the business model of T. Konti. 5. Why the business model of «leadership» is a key factor? 6. Explain the contents of the factor «organizational architecture». 7. What is the purpose of the classification process? 8. What signs are used to classify processes by M. Porter, J. Harrington, ISO 9000? 9. What is the role of classification of processes built on the use of the category of «value»? 10. Give the definition of managed and unmanaged processes. 11. What criteria can be called a process approach? 12. What is the model of the process approach? 13. What are the elements of a system of values according to M. Porter? 14. What are the advantages of the process approach to management of the organization over the traditional, functional? 15. How do the functional and process approaches integrate with functional, divisional, matrix and command structures? Block 2. Control questions and tasks
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