ISSN
2307–3489 (Print), ІSSN
2307–6666
(Online)
Наука
та прогрес транспорту. Вісник
Дніпропетровського
національного університету залізничного
транспорту, 2016,
№
6
(66)
економіка
та управління
економіка
та управління
UDC
005.336.3:656.224
M.
V. RUDENKO1*
1*Dep.
«Finance and Economic Security», Dnipropetrovsk National
University of Railway Transport named
after Academician V.
Lazaryan, Lazaryan St., 2, Dnipro, Ukraine, 49010,
tel. +38 (056) 373 15 74,
e-mail
chmv24@yandex.ua,
ORCID 0000-0003-1135-0295
DEVELOPMENT
OF PASSENGER
TRAFFIC
SERVICE
QUALITY MANAGEMENT
SYSTEM
OF RAILWAY
ENTERPRISES
Purpose.
At the present
stage of
development of
Ukraine’s
economy, passenger
traffic service
quality management
of railway
enterprises became
one of the
main tasks to
ensure their
efficient operation.
In terms of railway reforms and increased competition in the
transport market, the discrepancies between the technological level
of traffic and the growing needs of society and the quality standards
of transport services, the priority is the establishment of quality
management system for passenger traffic services in rail transport.
This question should be considered in the paper.
Methodology. To achieve this
goal and ensure a high quality level of passenger traffic services in
rail transport, which involves a combination of approaches to the
position of consumers (determination of their satisfaction) and
railway enterprises (measurement of results and formation processes
of service quality), the paper proposed a passenger traffic service
quality management system. The proposed methodical approach to
formation of the passenger traffic service quality management system
in rail transport implements a principally new scheme of interaction
of elements during provision of services, where the inter-related
resources (human, material, financial, information), means,
instruments and processes result in creation of quality transport
service. Findings.
The efficiency of the passenger traffic service quality
management system allows detecting the dynamic of improvement of the
services provided by the railway enterprises and building the system
which is self-learning on the principles of continuous improvement.
The paper grounded new principles of the passenger traffic quality
management, which were formed on the basis of general management
principles, quality management principles and railway transport
management principles. Originality. The
work presents the developed passenger traffic service quality
management system targeted to meet the expectations of passengers
from transport process while taking into account the economic
interests of railway enterprises. The basis of this system is
conceptual principles, namely, goal, objectives, subject, object,
principles, functions and practical recommendations, which generally
determine the relationship of the basic elements of the passenger
traffic service quality management in rail transport. Practical
value. The practical value of the
obtained by the author results is that their implementation will
enable railway enterprises to forecast the improvement of service
quality level, taking into account their specific features and create
solutions for control and regulation of processes and passenger
traffic service quality effects. The theoretical and methodological
provisions may be used in the formation, operation and improvement of
the quality management system for passenger traffic services in rail
transport.
Keywords:
quality; transport service; quality management system; passenger
traffic; railway enterprises
Introduction
Passenger
rail traffic has traditionally played great importance at every
stage of development of Ukraine, both in the days of centralized
management and at the stage of transition to the market management.
Much
larger
percentage of
the population
uses the
services of
passenger rail
traffic rather
than the
freight transport
services;
therefore, it is
the state
of passenger
traffic complex
that forms the
image of
the country’s
rail system
in the
society.
The
current
situation in
the Ukrainian
railway
transport sector
is characterized by
significant
dynamic changes.
The present transformation sets for the railway the new complicated
tasks – not only to ensure provision of transportation to the
economy and population, but also to form a new, competitive segment
of the railway business both in suburban and long-distance passenger
transport sector, able to interact effectively with all stakeholders
of the transportation process, continuously improve the quality of
their work, despite the tariff restrictions and increased
competitive pressure from other forms of passenger transport.
Improvement of passenger traffic
service quality today and in the future is the basis for attracting
passengers to rail transport and improve profitability regardless of
ownership and the nature of the operation of passenger businesses.
If previously the main indicator of passenger traffic railway
enterprises was a passenger-kilometer, today, the senior managers
face the task of raising revenues through the highest quality
services to meet the demand.
Purpose
The purpose of this article is
feasibility evaluation of existing theoretical principles and
guidelines and development of the new ones for establishment of the
quality management system for passenger traffic services in rail
transport.
Methodology
To achieve this goal and ensure
a high quality level of passenger traffic services in rail
transport, which involves a combination of approaches to the
position of consumers (determination of their satisfaction) and
railway enterprises (measurement of results and formation processes
of service quality), the paper proposed a passenger traffic service
quality management system.
The proposed methodical approach
to formation of the passenger traffic service quality management
system on railway transport implements a principally new scheme of
interaction of elements during provision of services, where the
inter-related resources (human, material, financial, information),
means, instruments and processes result in creation of quality
transport service.
The
main provisions
of the
theoretical
foundations of
quality
management
services are
presented in
scientific works
of domestic
and foreign
scholars,
including:
Aristov O. V., Basovskyi L. Ye.,
Hisin V. I., Hlichev O. V., Ihnatenko O. S., Ilienkova S. D.,
Koifman Yu. I., Mazur I. I., Okrepilov V. V., Redziuk O. M.,
Ukrainska L. O., Shvandar V. O., Fomichov S. K., Shapoval M. I., A.
Feihenbaum, K. Isikava, T. Konti, Dzh. M. Dzhuran
and many
others, as
well as
the
international
standards ISO
9001 version
2008 and their
identical
Ukrainian
national
standards State
Standards of Ukraine ISO
9001-2008 [3].
The
quality of
transport
services is
examined
in
the works
by Barakhina
V. M.,
Dykania V.
L., Vorkuta
A. I.,
Kryvoruchko O.
M., Kudinova
L. O.,
Kulaiev Yu.
F., Lihum
Yu.
S., Mirotin
L.
B., Ostrovskyi
N.
B., Reva
V.
M., Soslovskyi
V.
H., Spirin
Y.
V., Sych
Ye.
M., Trykhunkov
M.
F., Ulitska
I.
M., Shynkarenko
V.
H., Shtanov
V.
F. and
others.
Findings
One of the trends in the market
of railway transport services is the differentiation of transport
services by levels, capacities and needs of consumers, which in its
turn necessitates the organization of the quality management system
as the basis of efficiency and competitiveness of services provided
to meet the requirements of consumers and assess the degree of
compliance of this service quality to the requirements.
Therefore, finding ways to
attract passengers, improving efficiency and quality of passenger
traffic, as well as their management is a key focus of the reforms
conducted in rail transport at this time.
The
economy of
rail transport
as a
system of
production and
logistic
relationship has
its own
specificity,
which is
determined by
the complexity
of management
– the railway
sector, which
consistently
provides basic
services of
cargo or
passenger
transportation
from point
of origin
to destination
point in
compliance with
the four
principles
(accessibility,
reliability,
convenience,
efficiency), and
additional
services –
activities or
works that
do not
affect the
performance by
rail of
its primary
function –
delivery of
cargo or
passenger to
the destination,
but increase
customer
satisfaction
from receiving
the service
(e.g.,
providing
information,
telephone
service, selling
tickets via
the Internet
or telephone,
carrier service
for passenger
traffic, etc.).
We propose a functional scheme of the
provision of passenger traffic rail services,
elements of which are marked by the functional feature (Fig.
1).
The structure of the main rail
service includes not only the physical transportation of passengers,
but also some other operations that normally belong to the service,
and their availability and high performance are not considered
mandatory, but merely desirable to improve the image.
At
the present
stage of
development of
Ukraine’s
economy,
passenger traffic service quality
management of railway enterprises became one
of the
main tasks
to ensure
their efficient
operation. The
need to improve the quality in modern conditions is dictated by
several factors: changes in legislation, needs of scientific and
technological progress, requirements of consumers, development of
domestic and international trade and ecological situation in the
country, etc. Problems of domestic enterprises and environmental
factors lead to a decrease in their competitiveness; therefore, it
is very important to implement at railway enterprises the modern
service quality management systems intended to improve the technical
and technological, organizational and economic processes.
The history
of quality system development can be divided into six main stages
(Table
1).
Analysing Table 1, it can be
seen that each stage begins with the introduction of a systematic
approach to quality management. Development of quality management
system includes first the determination of what processes and
structures should be included in the quality system and what
functions they must perform in order to ensure the required quality
of service, and then the development of the necessary regulations to
carry out these functions.
Service
quality
management
system is
a set
of
organizational
structures,
methods,
principles,
instruments and
incentives for
installing,
maintaining and,
where necessary,
improving the
quality of
services.
Quality management system at railway
transport is guaranteed by organizational, legal, economic and
social subsystems that carry out complex of measures aimed at
ensuring the operation effectiveness and satisfaction of passengers’
transportation requirements.
Fig. 1. Types of
services provided to rail transport passengers (developed by the
author)
Table
1
Historical
stages of quality management system development
|
Stages
of quality
management system
development
|
Characteristics
of the stages of quality management system development
|
|
Stage 1. F.
Taylor
system
(1900-1920)
|
The
first stage corresponds to the initial stages of system
approach to management, when the first management system, F.
Taylor system appeared. To ensure
the
successful
functioning
of a
management
company the
first
professional
specialists
in quality,
inspectors,
were
introduced.
There was a system of staff motivation to improve the work
quality, there were requirements laid down in the technical
specification (TS), implementation of which was checked at the
acceptance inspection. All properties of the Taylor system made
it a management system of the quality of each individual
product.
The Taylor system played an important role in enhancing the
productivity and quality of products or services provided. The
disadvantage of the Taylor system is that it is functionally
oriented, and therefore internally contradictory. Due to the
fact that every employee performs only the functions determined
for him, performs only his work, the defects, the deviations
from the requirements, the incompliance of the manufactured
product or services accumulate. Therefore, the quality of
products or services is not the way it was planned.
|
|
Stage 2. SQC –
Statistical Quality Control systems
(1920-1950)
|
The
second stage of development of quality management systems was
associated with the transition to process-oriented management,
in which the subject of administrative actions became the
qualitative parameters of production processes. During this
period, the methods of statistical quality control were being
actively developed; the sampling control tools were being
shaped. Designers,
technologists
and
production
workers had to
solve more
complicated
tasks in
the field
of quality,
because
they
constantly
faced the
problems of
variation
and
variability
and had
to know
what
methods
would allow
achieving
their
reduction.
In the chain
«supplier-company-consumer» the greater role was played by
standardized methods of statistical acceptance inspection.
|
|
Stage
3. TQC – Total Quality Control
system (1950-1980)
|
The
third stage
is
associated
with the
advent of
total
quality
control
system –
TQC.
At this stage, there were documented quality systems that
establish accountability and authority, and determined
engagement in the field of quality of all the management, not
just quality specialists. Increasing attention was paid to
staff training. In this period the systems and methods that had
been developed in the Soviet Union acquired great importance.
|
|
Stage 4. TQM –
Total Quality Management system
(1980-1990)
|
The
fourth stage is connected with transfer from TQC system to the
system of total quality management (TQM). At this time, there
appeared a series of new international standards for quality
systems, including ISO 9000 standards and MC 9000. The main
target orientation of the quality system that is based on ISO
9000standards is to ensure the quality of products or services
required by customer and to present the latter the evidence
that the enterprise can maintain this quality. TQM
|
|
Stage 5. MBQ –
Management
by Quality
(1990-2000)
|
The
fifth stage of the quality management system began in the 90s
of the twentieth century. Due to the fact that enterprises in
carrying out their operation began increasingly to consider the
interests of society, there appeared a new generation of
quality standards ISO 14000 establishing requirements for the
management system in terms of environmental protection and
safety. As a result of these processes significantly increased
the role of consumer quality parameters, and significantly
strengthened the attention of management for companies and
organizations to meet the needs of their own staff.
|
End of Table 1
|
Stages
of quality
management system
development
|
Characteristics
of the stages of quality management system development
|
|
Stage
6. TQM
and
MBT
(since
2000 till now)
|
ISO 9000
standards are being developed and updated. The development of
quality management in view of industrial enterprise features
through the development and application of specialized national
and international standards of quality system creation.
A
large range of products, wider service offerings enable
consumers’ choice that is becoming more demanding in their
tastes, which in turn leads to deepening of competition between
manufacturers and to new approaches to meet the growing needs
and expectations, and improved quality methods.
|
Source: generalized
and systematized based on [5, p. 52, 7, p. 48, 8, p. 57]
The
organizational subsystem is a combination of organizational
structure of passenger traffic service quality management,
organization of production and labour, technical and technological
service delivery, quality management system and operator’s policy
in the field of passenger traffic service quality. The legal
subsystem
provides for
state regulation
of the
quality of
services of
passenger
transportation,
regulations
governing the
formation and
determination of
quality, legal,
information and
metrological
support.
The economic subsystem includes: passenger traffic services pricing,
quality cost management and risk management, provision of universal
services in terms of passenger traffic in the conditions of state
pricing, availability of passenger traffic service quality
management model, etc. The social subsystem introduces workers to
control quality passenger transport services, motivation of workers
in accordance with the performance standards of quality and social
protection system.
The organization of works in
service quality management in rail transport provides for a service
quality assurance system and the necessary measures to ensure its
effective functioning.
We
believe that
to create
a quality
management
system for
passenger
traffic
services, you
must specify:
management
entity, object
of management
and the
mechanism of
service quality
control, i.e.
the process
of influence
of the
entity on the
object.
Thus, the management entity is the basis of quality system –
quality service at a railway enterprise (administrative staff,
drivers of trains, personnel of services and internal training and
control services), the responsibility of which is to achieve and
maintain a specified level of quality service. The object of
management is the process of providing the service, during which the
quality is formed under the influence of management entity.
The
goal of
management is
to ensure
the established
standards of
service quality
taking into account the
economic
interests of
passengers and
railway
enterprises.
When determining the management goal, it is necessary to specify a
set of service features and the required level of its quality, and
to find out whether they meet the needs of passengers. Then it is
necessary to ensure the achievement of this goal at an acceptable
level of cost and profitability for a railway enterprise and
affordability of service tariff to a passenger.
Satisfaction of a passenger
during transportation can be achieved only with the harmony between
the responsibility of the management, personnel and material
resources of railway enterprises and structure of the quality
system.
The managerial authority of rail
transport is responsible for policy in the field of service quality
and passenger satisfaction. Implementation of the policy depends on
how well the management ensure development and effective operation
of the quality management system.
The railway enterprise’s
policy in the field of quality defines the goals, objectives and
principles of its activities, and its senior management commitment
to quality.
The managerial authority of
railway enterprises should develop and document the quality policy
taking into account: class of services provided; tasks in the field
of service quality; methods of implementation of tasks in the field
of service quality; the role of personnel responsible for the
implementation of the service quality policy.
Implementation
of enterprise’s policy in the area
of service quality requires that when setting the tasks, the
following basic goals were determined:
- Passenger
satisfaction by
continuously
improved quality
of services,
ensured
compliance with
legal
requirements;
- Continued
compliance with
the requirements
and increased
efficiency of
the quality
management
system and
its processes
on the
basis of
decisions and
actions based
on analysis
of actual
data, operation
and results
of the
monitoring and
measurement of
services,
processes and
quality
management
system as
a whole;
- Continuous
improvement of
the processes
cthat
ensure provision
of the
services with
best indicators
of passenger
satisfaction;
- Constant
interaction with
major operators
on quality;
- Technical
re-equipment
through the
use of
modern
technology and
equipment and
improvement on
this basis
of the
quality of
services;
- Rise
of material interest and continuous improvement of social conditions
of employees.
Based on the main goals the
railway enterprise should formulate a set of the following tasks and
measures in the field of quality:
Increased
revenues from passenger service
and provision of quality services;
Marketing
research of
population
demand for
transportation
services based
on surveys,
questionnaires,
statistics;
Creation
of an
expanded
network of
service
centres;
Licensing,
standardization
and
certification
of services
in transport;
Creation
of automated
information
system network
for reservation
and sale
of main
and additional
transport
services;
Economic
feasibility
study of
fare for
seats in
certain types
of cars
and maintenance
services;
Registration
of applications
for basic
and additional
services in
person, by
phone, email,
the Internet,
visit to
a home
or business;
Ensuring
completeness
and timeliness
of settlements
between a
passenger and
a railway
enterprise;
Ensuring
technical and
technological
training of
passenger
rolling stock
to travel;
Information
service for
passengers on
transport
services,
tariffs and
prices;
Collection
and analysis
of information
on the
quality of
passenger
service and
quality of
sold services,
own and
those of
competitors;
Improvement
of existing
and
introduction of
new of
services on
the basis
of supply
and demand;
Ensuring
strict
compliance of
services
provided to
passengers with
international
standards and
requirements of
customers;
Training
of highly
qualified
staff.
To perform the quality tasks by
railway enterprises it is advisable to propose the structure of the
quality management system, allowing for all stages of the provision
of services to implement effective management of the service
quality, to measure and improve it.
When
forming the
passenger
traffic service
quality
management
system one
must take
into account
a number
of principles
(Fig. 2):
1. Technological
principle. High
quality of passenger transport services requires high technological
performance of services by professionally trained personnel. This
principle is realized through direct interaction if rail structures:
passenger companies, stations, various urban transport services,
catering services, as well as with the mode of operation of hotels,
cafes, restaurants, museums, exhibitions and other organizations.
2. Economic
principle.
Provides break-even operation
and full cost recovery of fixed corporate service departments. To
implement this principle, it is important to determine the correct
price and amount of services to be sold, which will allow achieving
the balance of income and expenditure.
3. Marketing
principle. The
basic principle of market orientation of service must be targeted,
high-quality, timely and reflect the desires and needs of
passengers. The workers of production departments need to master the
art of passenger service, continuously improve the technology of
service, reduce cost, accelerate service without reducing quality,
and value their customers.
4. Logistic
principle. It is
a safe «door to door» carriage of passengers in the shortest
possible time with maximum comfort which provides a full range of
services throughout the chain, from the onset wish to travel to
journey completion. Travel arrangements can be divided into several
parts or operations: purchase of a ticket, the trip from place of
residence to the station and delivery of luggage, travel by train
and the trip from the station to the destination (business travel,
vacation, treatment). All of the operations are inter-connected for
a passenger and independent for the service railway structures, they
run separately and are not combined in a single service cycle,
require a lot of consumption of time, effort and energy of the
passengers. As a result, the journey instead of satisfaction of a
passenger leaves a negative impression. Logistics service approach
provides a full set of services that remove these problems from
passengers, both in suburban and distant traffic.
5. Hospitality
principle. Ways
and quality of service should be the same for all paying customers.
Understanding of passenger’s needs, desire to serve him/her as a
dear guest, to help and assist attracts customers because the
well-served customer is a kind of «living ads» among his/her
friends, co-workers and creates a positive image.
Satisfaction
of passengers
with traffic can be achieved only with the harmony between the
responsibility of the management, personnel and material resources
of railway enterprises and structure of the quality system.
Rail transport operation should
be assessed from the standpoint of meeting the needs of passengers,
because they are not interested either in the rate of empty mileage
or performance of the locomotive.
The process
of passenger traffic service quality management includes fulfilment
of the following functions:
– Forecasting.
Analysis of trends in passenger traffic
service quality of the railway enterprises; analysis of services in
the present; identification of the main patterns of quality and
extrapolation of trends;
– Planning.
Identification of targets in the field of
service quality; determination of the resources (human, material,
financial, information) and the means by which it is possible to
achieve the set targets of quality improvement;
– Organization.
Streamlining of the object of management,
identification of all components of service quality; creation of a
single information-measuring system;
– Coordination.
Solving of current issues and coordination
of on-going activities to build passenger traffic service quality;
– Motivation.
Development and taking the appropriate decisions that encourage
staff to activities for ensuring quality performance of certain
objectives of railway enterprises.
– Regulation.
Taking
operational
decisions and
their
implementation
in order
to eliminate
the deviations
discovered as
a result
of service
quality control;
forming of
methods for
integrated
assessment of
passenger
traffic service
quality at
the railway
enterprises on
the basis
of adaptation
of differentiated
methods for
assessing the
quality of
services;
– Control.
Revealing the deviations from the planned passenger traffic service
quality management processes; identifying the need to assess the
quality of services (analysis, accounting, performance monitoring,
questioning of users).
The passenger traffic service
quality management system of railway enterprises is structurally
considered as a set of managing and managed
subsystems (entity
and object of management) (Fig. 3, 4).
Fig. 2. Basic
principles of passenger traffic service quality management system
(developed by the author)
Source:
adapted and
developed in [1,
p. 9]
Fig.
3. The passenger traffic service quality management system of
railway enterprises,
direct
communication feedback. Advanced cycle
Source:
adapted and
developed in [1,
p. 9]
Fig.
4. The passenger traffic service quality management system of
railway enterprises,
direct
communication feedback. Elementary
cycle
The managing subsystem is
presented in the form of relationship of two management cycles –
Advanced (functions related to the development and mainstreaming of
effective passenger traffic service quality management system of
railway enterprises) and Elementary (management of quality of
certain types of service providing processes) [1, p. 7].
The service
quality management system covers all stages of the life cycle of
passenger rail transport services:
marketing and transport service market
research, analysis of requirements to quality of services, planning
and forecasting of services, service provision, service control and
quality assessment process, passenger satisfaction study process.
The functions of passenger
traffic service quality management by railway enterprises is divided
into three main blocks: determining (D) – forecasting and planning
functions; rendering (R) – organization, coordination, control,
motivation functions; information-control (I) – control function
(Fig. 3, 4) [1, p. 7].
Fig. 5. The
transport process of passenger traffic
by
railway enterprises
Analysis of
the current passenger traffic service quality management system of
railway enterprises is carried out to establish its compliance with
State Standards of Ukraine ISO 9000:2007 and includes:
– Analysis
of quality
elements and
their
relationships as
a part
of a
common set
of services
provided to
passengers,
including the
basic service
– carriage and
maintenance
services;
– Analysis
of quality
parameters for
each separate
service;
– Calculation
and analysis
of the
average quality
indicators;
– Comparing
the quality
from the
position of
a carrier
and that
of a
passenger;
– Analysis
of the «structural inclusion» of the quality of works into the
quality of services and further – into the quality of the
enterprise [3].
The quality
tools include various methods and techniques for the collection,
processing and presentation of quantitative and qualitative data of
the passenger traffic services of the railway enterprises. All
quality tools can be grouped by purposes of their use:
– Quality
control tools. Without control one cannot control the quality and
increase it. Most of the control tools are based on the methods of
mathematical statistics;
– Quality
management
tools. The
methods that basically use quality indicators of service, they can
organize the information, structure it in accordance with certain
logic rules and use it to make grounded management decisions;
– Quality
analysis tools.
The methods used to optimize and improve
services;
– Quality
design tools. The methods used to create services that realize
maximum value for the consumer.
Within the
quality management system it is necessary to develop the
methodological approaches that establish requirements for the
provision of service-related processes, including three basic
processes (marketing, design and provision of services), operating
in the «quality loop»
(Fig.
6).
The passenger traffic service
quality management system of railway enterprises is an integral part
of the rail transport management in general and operated
simultaneously with this system. Interaction of quality system
covers all stages of the «quality loop» from the study of variable
demand for rail services to the final meeting of requirements of
regulations or passengers’ requirements to the quality.
Source:
generalized and
systematized based
on
[9, p. 11]
Fig. 6. «Quality
loop» of passenger traffic services
of
railway enterprises
Relationship of rail transport
services with passengers and with all facilities that ensure the
solution of service quality management tasks is realized with the
help of «quality loop».
Analysis
of capabilities
to meet
the requirements
of passengers
on the
basis of
available
resources is
conducted during
the railway
services market
research. The
result of the analysis of railway services market research is
planning of works and resources necessary for their implementation,
determination of activities of the railway enterprises.
The
overall planning
of quality
assurance works
is made
during
development of
a comprehensive
quality program,
which shall
contain the
following
sections: goals
and objectives
of railway
enterprises for
the next
period; list
and terms
of measures,
including the
timing and
volume of
internal audits;
specific
assignment of
responsibilities
and powers
of the
staff of
railway
enterprises to
implement the
planned
activities; plan
of equipment
upgrading or retrofitting;
plan of
staff training
(advanced vocational training)
(including the
quality
department staff);
methodology for
assessing the
goal of
the program;
correction procedure
of the program
in case of non-compliance;
plan of financing
the quality
assurance works.
Implementation
of documentary
provision of
the selected
activities is
conducted when
developing the
passenger
service
provision and
quality
assurance
processes
(formation of the basic requirements for
the provision of services by railway enterprises; development and
documentation of passenger service procedures by railway
enterprises; elaboration of service quality management system
documents).
The
documentation of
service quality
management
system of
railway
enterprises is
designed to
ensure the
unity and
permanent
understanding of
the quality
assurance goals and
objectives,
processes and
procedures.
It provides an opportunity for an
objective assessment of the quality system, allow solving the
emerging controversial issues regarding quality.
The documentation of quality
management system ensures the assignment of duties and
responsibilities of management and executors on general quality
management, establishes the procedure for interaction while
fulfilling the functions and solving problems to ensure the quality
of rail services.
Implementation of service
provision covers the full range of processes for organization and
provision of rail services; it can be subjected to additional
controls at any stage of works both by the quality service of
railway enterprises and by the public authorities. On the basis of
analysis of the requirements for work quality and performed services
one forms the corrective and preventive measures, which close the
cycle (general feedback) of service provision by the railway
enterprises.
Originality and practical
value
The work presented the developed
passenger traffic service quality management system targeted to meet
the expectations of passenger from transport process while taking
into account the economic interests of railway enterprises. The
basis of this system is conceptual principles, namely, goal,
objectives, subject, object, principles, functions and practical
recommendations, which generally determine the relationship of the
basic elements of the passenger traffic service quality management
in rail transport. The practical value of the obtained results is
that their implementation will enable railway enterprises to
forecast the improvement of service quality level, taking into
account their specific features and create solutions for control and
regulation of processes and passenger traffic service quality
effects. The theoretical and methodological provisions may be used
in the formation, operation and improvement of the quality
management system for passenger traffic services in rail transport.
Conclusion
For effective operation of rail
transport, it is necessary not only to have different resources but
also to develop the processes for provision of quality services and
mechanisms of their interaction. So this shows the need to build a
special system for quality management, which is a set of
organizational structure, distribution of authority and
responsibilities, methods and resources required to establish,
maintain and improve the quality of services of passenger rail
transport.
Therefore, railway enterprises
should always strive for the highest possible satisfaction of
passengers’ desires, expansion of variety of services, increase in
volume of work, improvement of economic performance, increased
goodwill by providing quality services on time and at competitive
prices.
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послуг пасажирських підприємств
автомобільного транспорту : автореф.
дис. … канд. екон. наук : 08.07.04 / Василенко
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; Укр. держ. акад.
залізн. трансп. – Харків, 2006. – 19 с.
Гарбузова,
В. В. Управление качеством и сертификация
пассажирских перевозок на железнодорожном
транспорте : учеб. пособие
/ В. В. Гарбузова. – Хабаровск : Изд-во
ДВГУПС, 2013. – 92 с.
ДСТУ
ISO 9000:2007. Системи управління якістю.
Основні положення та словник термінів.
– На заміну ДСТУ ISO 9000-2001 ;
надано чинності 2008-01-01. – Киів :
Держпоживстандарт України, 2008. – 35 с.
Должанський,
А. М. Менеджмент якості та системи
управління якістю : навч. посіб. / А.
М. Должанський, Н. М. Очеретна, І. М.
Ломов. – Дніпропетровськ : Свідлер А.
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Мазур,
И. И. Управление качеством: учеб. пособие
/ И. И. Мазур, В. Д. Шапиро ; под ред. И. И.
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Моргулець,
О. Б. Менеджмент у сфері послуг : навч.
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П. П. Система управління якістю як
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М.
В. РУДЕНКО1*
1*Каф.
«Фінанси та економічна безпека»,
Дніпропетровський національний
університет залізничного транспорту
імені академіка В. Лазаряна, вул.
Лазаряна, 2, Дніпро, Україна, 49010, тел.
+38 (056) 373 15 74,
ел. пошта chmv24@yandex.ua,
ORCID 0000-0003-1135-0295
РОЗВИТОК
СИСТЕМИ УПРАВЛІННЯ ЯКІСТЮ
ПОСЛУГ
ПАСАЖИРСЬКИХ ПЕРЕВЕЗЕНЬ
ПІДПРИЄМСТВ
ЗАЛІЗНИЧНОГО ТРАНСПОРТУ
Мета.
На сучасному етапі розвитку економіки
України управління якістю послуг
пасажирських перевезень підприємств
залізничного транспорту стало одним
із головних завдань забезпечення їх
ефективної діяльності. В умовах
реформування залізничного транспорту
та посилення конкуренції на ринку
транспортних послуг, при невідповідності
технологічного рівня перевезень
зростаючим потребам суспільства та
стандартам якості надання транспортних
послуг, пріоритетного значення набуває
проблема створення системи управління
якістю послуг пасажирських перевезень
на залізничному транспорті. Це питання
необхідно дослідити в статті. Методика.
Для досягнення поставленої мети та
забезпечення високого рівня якості
послуг пасажирських перевезень на
залізничному транспорті, що передбачає
поєднання підходів із позиції споживачів
(визначення їх задоволеності) і
підприємств залізничного транспорту
(вимір результатів та процесів формування
якості послуг), в роботі запропоновано
систему управління якістю послуг
пасажирських перевезень. Запропонований
методичний підхід до формування системи
управління якістю послуг пасажирських
перевезень на залізничному транспорті
реалізує принципово нову схему взаємодії
елементів при наданні послуги, в якій
воєдино пов’язані ресурси (кадрові,
матеріальні, фінансові, інформаційні),
засоби, інструменти і процеси, в
результаті здійснення яких виникає
якісна транспортна послуга. Результати.
Ефективне функціонування системи
управління якістю послуг пасажирських
перевезень дозволяє виявити динаміку
поліпшень наданих послуг підприємствами
залізничного транспорту та побудувати
систему, що самонавчається на принципах
постійного удосконалення. Обґрунтовано
нові принципи управління якістю
пасажирських перевезень, які були
сформовані на основі загальних принципів
управління в цілому, принципів управління
якістю і принципів управління на
залізничному транспорті. Наукова
новизна. Розроблено
систему управління якістю послуг
пасажирських перевезень, орієнтовану
на задоволення очікувань пасажирів
від транспортного процесу з одночасним
урахуванням економічних інтересів
підприємств залізничного транспорту.
Основою цієї системи є розроблені
концептуальні засади, а саме – мета,
завдання, предмет, об’єкт, принципи,
функції, практичні рекомендації, які
в цілому визначають взаємозв’язок
основних елементів у системі управління
якістю послуг пасажирських перевезень
залізничним транспортом. Практична
значимість. Практичне
значення отриманих автором результатів
полягає в тому, що їх реалізація дозволить
підприємствам залізничного транспорту
спрогнозувати підвищення рівня якості
послуг із урахуванням їх конкретних
особливостей та сформувати рішення
щодо контролю, регулювання процесів
і результатів якості послуг пасажирських
перевезень. Обґрунтовані теоретичні
та методичні положення можуть бути
використані при формуванні, функціонуванні
й вдосконаленні системи управління
якістю послуг пасажирських перевезень
на залізничному транспорті.
Ключові
слова: якість; транспортна послуга;
система управління якістю; пасажирські
перевезення; підприємства залізничного
транспорту
М.
В. РУДЕНКО1*
1*Каф.
«Финансы и экономическая безопасность»,
Днепропетровский национальный
университет
железнодорожного
транспорта имени академика В. Лазаряна,
ул. Лазаряна, 2, Днипро, Украина, 49010,
тел. +38 (056) 373 15 74, эл. почта chmv24@yandex.ua,
ORCID 0000-0003-1135-0295
РАЗВИТИЕ
СИСТЕМЫ УПРАВЛЕНИЯ
КАЧЕСТВОМ УСЛУГ
ПАССАЖИРСКИХ
ПЕРЕВОЗОК ПРЕДПРИЯТИЙ
ЖЕЛЕЗНОДОРОЖНОГО ТРАНСПОРТА
Цель.
На современном этапе развития экономики
Украины управление качеством услуг
пассажирских перевозок предприятий
железнодорожного транспорта стало
одной из главных задач обеспечения их
эффективной деятельности. В условиях
реформирования железнодорожного
транспорта и усиления конкуренции на
рынке транспортных услуг, при
несоответствии технологического уровня
перевозок растущим потребностям
общества и стандартам качества
предоставления транспортных услуг,
приоритетное значение приобретает
проблема создания системы управления
качеством услуг пассажирских перевозок
на железнодорожном транспорте. Этот
вопрос необходимо рассмотреть в статье.
Методика.
Для достижения поставленной цели и
обеспечения высокого уровня качества
услуг пассажирских перевозок на
железнодорожном транспорте,
предусматривающих сочетание подходов
с позиции потребителей (определение
их удовлетворенности) и
предприятий железнодорожного транспорта
(измерение результатов и процессов
формирования качества услуг), в работе
предложена система управления качеством
услуг пассажирских перевозок. Предложенный
методический подход к формированию
системы управления качеством услуг
пассажирских перевозок на железнодорожном
транспорте реализует принципиально
новую схему взаимодействия элементов
при предоставлении услуги, в которой
воедино связаны ресурсы (кадровые,
материальные, финансовые, информационные),
средства, инструменты и процессы, в
результате осуществления которых
возникает качественная транспортная
услуга. Результаты.
Эффективное функционирование системы
управления качеством услуг пассажирских
перевозок позволяет выявить динамику
улучшений предоставляемых услуг
предприятиями железнодорожного
транспорта и построить систему,
которая самообучается на принципах
постоянного совершенствования.
Обоснованы новые принципы управления
качеством пассажирских перевозок,
которые были сформированы на основе
общих принципов управления в целом,
принципов управления качеством и
принципов управления на железнодорожном
транспорте. Научная
новизна. Разработана
система управления качеством услуг
пассажирских перевозок, ориентированная
на удовлетворение ожиданий пассажиров
от транспортного процесса с одновременным
учетом экономических интересов
предприятий железнодорожного транспорта.
Основой этой системы являются
разработанные концептуальные основы,
а именно – цель, задачи, предмет, объект,
принципы, функции, практические
рекомендации, которые в целом определяют
взаимосвязь основных элементов в
системе управления качеством услуг
пассажирских перевозок железнодорожным
транспортом. Практическая
значимость. Практическое
значение полученных результатов
заключается в том, что их реализация
позволит предприятиям железнодорожного
транспорта спрогнозировать повышение
уровня качества услуг с
учетом их конкретных особенностей и
сформировать решение по контролю,
регулированию процессов и результатов
качества услуг пассажирских перевозок.
Обоснованные теоретические и методические
положения могут быть использованы при
формировании, функционировании и
совершенствовании системы управления
качеством услуг пассажирских перевозок
на железнодорожном транспорте.
Ключевые
слова: качество; транспортная услуга;
система управления качеством; пассажирские
перевозки; предприятия железнодорожного
транспорта
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Prof. Yu. S. Barash, Dr. Sc.
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recommended this article to be published
Accessed: Aug. 01, 2016
Received: Dec. 01, 2016
doi ©
M. V. Rudenko, 2016