Importance of control in your business

5 min read

The quality control of products is important for a successful business. The organization of quality control is a system of administrative measures aimed at ensuring the production of products that fully comply with the requirements of regulatory and technical documentation.

Quality control refers to checking the conformity of quantitative or qualitative characteristics, product or process properties with established technical requirements.

The objects of technical control are products, the processes of their creation, use, transportation, storage, maintenance and repair, as well as the relevant technical documentation. The control object is characterized by individual features that have quantitative or qualitative characteristics of the properties of the object and must be controlled.

Depending on the production conditions, the quality of materials and components are monitored during the production process, ensuring growing indicators of product quality during its transportation, storage, packaging and dispatch to the consumer. When controlling technological processes, the main attention is paid to verifying compliance with technological discipline.

The essence of control is to obtain information about the state of the control object, about the signs and indicators of its properties and comparing the results with the established requirements recorded in the drawings, technical specifications, standards, contracts for the supply of products and other documents.


Let us concentrate on those types of control that have real meaning and practical value.

  • Preliminary control. For example, you are going to do something like investing money in a new direction, changing the wage system, purchasing new goods, etc. The plan has been done but before proceeding with the actions, it is better to check. For example, to recount cash investments. It often happens that something is not taken into account or there is an elementary arithmetic error. If deviations have occurred as a result of the revision of the plan, it makes sense to analyze the deviations. The opinions of experts, specialists, and employees regarding your plans are also suitable here.
  • Current control. This is a type of control that is carried out in the process of performing some task. For example, control over the project deadlines and the budget during the time the task is being executed. It allows to make timely adjustments of a task or a process. For example, you can reduce the advertising budget or change the actions of an employee.
  • Final control. It is carried out at the completion of a task or a process, the achievement of a specific goal, which is accepted as final. In the future, you can take into account deviations in the planning process of a similar task.


Subject to control are processes, people, means and resources.

Process control makes sense when the execution of processes is standardized or there is a clear instruction for performing a certain type of work. For example, the procedure for disassembling a laptop for cleaning, the file format that should be sent by a web designer to a typesetter, etc. Also, the processes include service standards, the procedure for conducting a telephone conversation by an office manager, etc.

Controlling people is inextricably linked to the actions they perform. However, this is not enough. It is necessary to control such indicators as the degree of interest in work, loyalty to the company, compliance with the rules of the work schedule, work clothes, personal hygiene, etc.

Means and resources are office equipment, finances and, of course, time. Perhaps the latter is always taken into account to a smaller extent than it should be, although it often has a determining factor. For example, have you thought about how much time your customers spend on ordering your product or while waiting for the response of a technical support operator?


Control is impossible without indicators, that is, a certain value, a standard, according to which control actions are carried out.

You cannot control whether the work is done well. Set clear criteria that will allow the employee and you to determine how well he or she has done the job.

Control should be systematic. Occasional control does not add order, but violates it.

Deviations must be analyzed and decisions must be made. Otherwise, control does not make sense.

Control is not limited to punishment. Punishment is the last way to rule. The control task is to help achieve the goals of the company, so deal with every fact that led to it and every reason why it happened.

Set objective, real indicators. Otherwise, control and work with deviations lose their meaning.

Using control in the broadest sense, you can really influence the efficiency of the company.

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