Total Quality Management (TQM) is a philosophy that emphasizes customer focus, continuous improvement, and employee empowerment. It places the customer at the forefront of quality decision making and applies equally to all parts of an organization. TQM involves measuring quality, identifying problems, and implementing solutions through a cycle of continuous improvement. Successful implementation of TQM requires integrating these principles into daily operations.
The document provides information about ISO 9000 quality management standards. It defines quality as "the degree to which a set of inherent characteristics fulfils requirements." It then discusses what ISO is, the history and purpose of ISO, the ISO 9000 standards, and the requirements and principles of the ISO 9000:2000 standard. Key points include that ISO aims to harmonize international standards, ISO 9000 was revised in 2000 to be process-based and follow the PDCA model, and the ISO 9000:2000 requirements focus on quality management systems, management responsibility, resource management, product realization, and measurement, analysis and improvement.
1. The document discusses various definitions of quality from several perspectives, including as a strategic business approach, conformance to requirements, meeting customer needs and expectations, and as a dynamic condition related to products and services.
2. It provides definitions from quality experts such as Philip Crosby, Armand Feigenbaum, Joseph Juran, Walter Shewart, W. Edwards Deming, and Kaoru Ishikawa. It also discusses concepts such as quality assurance, quality control, and quality management.
3. In conclusion, the author prefers the definition of quality according to the Quality Management System and ISO standards, which is important for implementation at all levels in Indonesia to synergize vision and competitiveness.
This document summarizes a supply chain distribution and logistics improvement project at Northwestern Memorial Hospital. Key goals of the project were to centralize inventory management, automate replenishment, and reduce waste to optimize costs and inventory levels while ensuring product availability. The project included implementing an "implant store", barcode and RFID technology, and standardized processes. As results, expired inventory was reduced by over $200k, charge capture increased by over $3M, inventory value decreased by over $2M while turns increased by over 1, and clinical time spent on inventory fell from 46% to 1%.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
This presentations gives a high level overview of the project management methodology PRINCE 2 , and highlights the benefits which make it attractive (SEXY)
The document discusses the history and principles of quality management systems. It describes the evolution of international standards like ISO 9000 beginning in the 1950s. The key principles of a quality management system are outlined, including customer focus, leadership and involvement of people. The structure of ISO 9001 is summarized, including the main elements like documentation, management responsibility, and monitoring and measurement. The roles and responsibilities in a quality system are defined. Finally, the concepts of mission, vision, policy and objectives are introduced in relation to quality management.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document provides information about ISO 9000 quality management standards. It defines quality as "the degree to which a set of inherent characteristics fulfils requirements." It then discusses what ISO is, the history and purpose of ISO, the ISO 9000 standards, and the requirements and principles of the ISO 9000:2000 standard. Key points include that ISO aims to harmonize international standards, ISO 9000 was revised in 2000 to be process-based and follow the PDCA model, and the ISO 9000:2000 requirements focus on quality management systems, management responsibility, resource management, product realization, and measurement, analysis and improvement.
1. The document discusses various definitions of quality from several perspectives, including as a strategic business approach, conformance to requirements, meeting customer needs and expectations, and as a dynamic condition related to products and services.
2. It provides definitions from quality experts such as Philip Crosby, Armand Feigenbaum, Joseph Juran, Walter Shewart, W. Edwards Deming, and Kaoru Ishikawa. It also discusses concepts such as quality assurance, quality control, and quality management.
3. In conclusion, the author prefers the definition of quality according to the Quality Management System and ISO standards, which is important for implementation at all levels in Indonesia to synergize vision and competitiveness.
This document summarizes a supply chain distribution and logistics improvement project at Northwestern Memorial Hospital. Key goals of the project were to centralize inventory management, automate replenishment, and reduce waste to optimize costs and inventory levels while ensuring product availability. The project included implementing an "implant store", barcode and RFID technology, and standardized processes. As results, expired inventory was reduced by over $200k, charge capture increased by over $3M, inventory value decreased by over $2M while turns increased by over 1, and clinical time spent on inventory fell from 46% to 1%.
This document provides an overview of quality management principles and philosophies. It discusses definitions of quality, approaches like Total Quality Management, and techniques including statistical process control, quality circles, Six Sigma, and kaizen. The origins and evolution of quality management are traced from early craftsmanship to modern philosophies developed by Deming, Juran, Crosby and others that emphasize continuous improvement, reducing defects, and achieving total customer satisfaction.
This presentations gives a high level overview of the project management methodology PRINCE 2 , and highlights the benefits which make it attractive (SEXY)
The document discusses the history and principles of quality management systems. It describes the evolution of international standards like ISO 9000 beginning in the 1950s. The key principles of a quality management system are outlined, including customer focus, leadership and involvement of people. The structure of ISO 9001 is summarized, including the main elements like documentation, management responsibility, and monitoring and measurement. The roles and responsibilities in a quality system are defined. Finally, the concepts of mission, vision, policy and objectives are introduced in relation to quality management.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
The document discusses the importance of logistics in satisfying customers. It states that logistics must ensure the right products are delivered to customers at the right time and place to meet their expectations around quality, cost, delivery and more. Effective logistics is key to generating loyal, long-term customers through superior customer service.
Managing A Successful Team Offline VersionDrPaulHancock
A recent presentation given, highlighting two opposing management techniques {McGregors X-Y styles} with context given ranging from the father of modern economics, Adam Smith, to the highly respected Statistician William Deming. The general approach taken seems a simplification, with perhaps a hybrid model suiting some systems, therefore due to concision , caveats are attached. The presentation is an offline version as it links into local mind mapping software, so some visuals are included as thumbnail examples of RCA tools and mind-maps drawn up from my experience working in the pharmaceutical inhalation devices industry and literature sources .
Total Quality Management involves constant improvement, customer focus, and involvement of all employees. It evolved from quality control and assurance approaches to now emphasize prevention, meeting requirements, and delivering customer value. Key thinkers like Deming, Crosby, and Juran contributed principles like the PDCA cycle, zero defects, and breaking down costs of quality into unavoidable and avoidable costs. TQM aims to improve processes through techniques like statistical process control and reduce costs over the long term.
The document provides an overview of ImpelPro, a supply chain solutions company that designs, implements, and manages supply chain infrastructure and operations across various industries. It describes ImpelPro's vision, mission, values, and the types of solutions it offers related to building, process engineering, capacity optimization, and specific projects for clients. Examples of projects and clients are also listed to demonstrate ImpelPro's experience and capabilities.
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
Slideshows of chapters (pom 2e oup by kanishka bedi)mansinadani
The document discusses various quality management concepts including:
- Definitions of quality from different experts like fitness for purpose, conformance to specifications, and total quality control.
- Dimensions of quality like performance, reliability, appearance, customer service, and costs of quality.
- Contributions of quality experts like Deming, Juran, and Feigenbaum to concepts like statistical process control, prevention costs, and management commitment.
- Quality assurance tools and techniques like acceptance sampling, process capability, Six Sigma, and ISO standards for quality management systems.
The document provides an outline for a chapter on managing quality that covers key quality concepts including total quality management (TQM), continuous improvement, benchmarking, just-in-time manufacturing, and statistical process control. It discusses tools for quality such as ISO standards, Six Sigma, and Deming's 14 points. The outline also covers costs of quality, ethics in quality management, and how quality supports business strategies and competitive advantage.
RFID technology can provide item-level visibility that improves efficiency for process-intensive companies like contract manufacturers and packers. This allows opportunities for cost savings. Specifically:
1) RFID-enabled package validation after pick-and-place operations can validate box contents before shipment, improving shipping accuracy and realizing immediate cost savings.
2) Pushing RFID tagging earlier in the process provides additional efficiencies that increase return on investment.
3) RFID improves on manual and barcode data entry methods by providing more automation, greater accuracy, and unique item-level identification, helping reduce errors in pick-and-pack operations.
KD Services is a third party logistics provider specializing in packaging, assembly, compliance, and distribution services for the cosmetic, pharmaceutical, and retail industries. With over 15 years of experience and sustained 30% annual growth, KD Services has completed thousands of projects for loyal clients. The company utilizes state-of-the-art technology across its 70,000 square foot facility to efficiently handle projects of any size or complexity with a dedicated team of over 100 experts.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
The document discusses quality and several quality gurus. It defines quality according to dictionaries and standards and introduces seven key quality gurus: W. Edwards Deming, Joseph Juran, Philip Crosby, Shigeo Shingo, Kaoru Ishikawa, Yoshio Kondo, and Taiichi Ohno. It provides brief biographies of each guru and summaries of their major contributions to quality management philosophies.
KD Services is a third party logistics company that specializes in packaging, assembly, compliance, storage and distribution services for the cosmetic and pharmaceutical industries. With over 15 years of experience and sustained 30% annual growth, KD Services has developed an effective methodology and uses cutting-edge technology to execute projects for its many clients. One example is a promotional cosmetics kit project for Pierre Fabre, where KD Services packaged product samples, brochures and other components into promotional bags with labels within a tight deadline.
The document outlines a methodology for developing a recruitment outsourcing ecosystem for a client that involves mapping existing processes, identifying stakeholders, developing strategies and objectives, and integrating people, processes, and technologies. Key phases include planning, defining workstreams, sourcing vendors, negotiating agreements, implementation, and completion. The goal is to create an end-to-end recruitment solution by integrating various components like talent mapping, social recruiting, onboarding, and analytics.
KD Services is a third party logistics company specializing in packaging, assembly, and distribution services for the cosmetics and pharmaceutical industries. They have experienced over 30% annual growth in the past 5 years. Their services include assembly & labeling, compliance, storage & distribution, and quality control. They utilize state-of-the-art technology and have over 70,000 square feet of operational space. A case study highlighted their work with Pierre Fabre on a promotional cosmetics kit project involving placement of samples and brochures into sealed bags with labels.
On the data interoperability issues in SCOR-based supply chainsMilan Zdravković
Zdravkovic M, Trajanovic, M., 2012, On the data interoperability issues in SCOR-based supply chains. 7th International Workshop on Enterprise Integration, Interoperability and Networking (EI2N'2012), September 12-13, 2012, Rome, Italy
Are Your Training Partners Living Up to Their Promises?Kelly Condron
According to Training Magazine’s
2006 Industry Report, 27% of small
and 71% of large companies
outsource some or all of their
custom content development. To
establish and maintain successful
partnerships, you should select the
right outsourcing partner,
continually assess established
partners, identify measures up-front
in the contract, and make a
commitment for mutual success.
The document describes Velocity's customer experience, which includes a dedicated team that ensures Velocity's services meet customer needs throughout the lifecycle. It provides concise support through defined processes at each stage. Customers praise the responsiveness of Velocity's support advocates and their assistance in resolving issues.
Nepal trekking , Travels Nepal , Treks Nepal , Tour Nepal , Everest base camp...Dolakh Thapa
MMT is a Nepal-based trekking company led by Dolakh Thapa and Prem Panta, both
government registered trekking guides with over 20 years of experience. They established MMT
in 2009 to provide outdoor adventures while experiencing the landscapes, flora, fauna, and
cultures of the Himalayas. MMT aims to ensure safety, comfort, and satisfaction for all clients
through experienced guides, well-equipped staff, and comprehensive services.
The document discusses the use of the present simple tense in English. It is used to describe habitual actions and routines, permanent situations, general truths, and planned future events. The formation of affirmative, negative, and interrogative sentences in the present simple is explained, including use of auxiliary verbs and changes to verbs ending in certain letters. Common time expressions and adverbs of frequency that are used with the present simple are also outlined.
The document discusses the present continuous tense in English. It explains that the present continuous is used for actions happening now and provides the formation for affirmative, negative, and interrogative sentences using the present continuous. Examples are given for common verbs like sleep, eat, walk, write, and run. Time expressions that can be used with the present continuous are also listed.
Mountain Mart Treks best trekking company specialized for wilderness tour, hiking, mountain climbing, Everest Base Camp trek and package trekking in Nepal Himalaya.
The document discusses the importance of logistics in satisfying customers. It states that logistics must ensure the right products are delivered to customers at the right time and place to meet their expectations around quality, cost, delivery and more. Effective logistics is key to generating loyal, long-term customers through superior customer service.
Managing A Successful Team Offline VersionDrPaulHancock
A recent presentation given, highlighting two opposing management techniques {McGregors X-Y styles} with context given ranging from the father of modern economics, Adam Smith, to the highly respected Statistician William Deming. The general approach taken seems a simplification, with perhaps a hybrid model suiting some systems, therefore due to concision , caveats are attached. The presentation is an offline version as it links into local mind mapping software, so some visuals are included as thumbnail examples of RCA tools and mind-maps drawn up from my experience working in the pharmaceutical inhalation devices industry and literature sources .
Total Quality Management involves constant improvement, customer focus, and involvement of all employees. It evolved from quality control and assurance approaches to now emphasize prevention, meeting requirements, and delivering customer value. Key thinkers like Deming, Crosby, and Juran contributed principles like the PDCA cycle, zero defects, and breaking down costs of quality into unavoidable and avoidable costs. TQM aims to improve processes through techniques like statistical process control and reduce costs over the long term.
The document provides an overview of ImpelPro, a supply chain solutions company that designs, implements, and manages supply chain infrastructure and operations across various industries. It describes ImpelPro's vision, mission, values, and the types of solutions it offers related to building, process engineering, capacity optimization, and specific projects for clients. Examples of projects and clients are also listed to demonstrate ImpelPro's experience and capabilities.
You are viewing presentations from conferences that I have attended. Please enjoy & if we can help you with any logistics projects in the Americas please contact me at 678.364.3475
Bill was also on the Board of Directors for the St.Vincent DePaul Foodbank in Roseville California helping with the fund raising and meals to the poor program. While based in Northern California he was successful in fund raising programs for the Crusade of Mercy and helped Father Dan Madigan at the Sacramento Food Bank also. For 2008, Bill is a member of the Board for WORKTEC on also an Advisory Board Member for Boys and Girls Club for Metro Atlanta-Clayton County Chapter. See www.worktec.biz or www.bgcma.org . Bill is also on the Board of Directors for the Southeastern Warehouse Association & represents Georgia for 2010-2012.
Regards,
Bill Stankiewicz
Vice President and General Manager
Shippers Warehouse
Email: williams@shipperswarehouse.com
www.shipperswarehousega.com
http://www.linkedin.com/in/billstankiewicz2006
http://twitter.com/BillStankiewicz
http://www.topexecutivesnet.com/index.aspx
Slideshows of chapters (pom 2e oup by kanishka bedi)mansinadani
The document discusses various quality management concepts including:
- Definitions of quality from different experts like fitness for purpose, conformance to specifications, and total quality control.
- Dimensions of quality like performance, reliability, appearance, customer service, and costs of quality.
- Contributions of quality experts like Deming, Juran, and Feigenbaum to concepts like statistical process control, prevention costs, and management commitment.
- Quality assurance tools and techniques like acceptance sampling, process capability, Six Sigma, and ISO standards for quality management systems.
The document provides an outline for a chapter on managing quality that covers key quality concepts including total quality management (TQM), continuous improvement, benchmarking, just-in-time manufacturing, and statistical process control. It discusses tools for quality such as ISO standards, Six Sigma, and Deming's 14 points. The outline also covers costs of quality, ethics in quality management, and how quality supports business strategies and competitive advantage.
RFID technology can provide item-level visibility that improves efficiency for process-intensive companies like contract manufacturers and packers. This allows opportunities for cost savings. Specifically:
1) RFID-enabled package validation after pick-and-place operations can validate box contents before shipment, improving shipping accuracy and realizing immediate cost savings.
2) Pushing RFID tagging earlier in the process provides additional efficiencies that increase return on investment.
3) RFID improves on manual and barcode data entry methods by providing more automation, greater accuracy, and unique item-level identification, helping reduce errors in pick-and-pack operations.
KD Services is a third party logistics provider specializing in packaging, assembly, compliance, and distribution services for the cosmetic, pharmaceutical, and retail industries. With over 15 years of experience and sustained 30% annual growth, KD Services has completed thousands of projects for loyal clients. The company utilizes state-of-the-art technology across its 70,000 square foot facility to efficiently handle projects of any size or complexity with a dedicated team of over 100 experts.
Business Value Articulation In Software ProjectsHARMAN Services
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and financial gains. Success enablers included people training, defined processes, tools/technique integration, and continuous improvement.
Bug deBug Chennai 2012 Talk - Business value articulation in software project...RIA RUI Society
This document discusses how to articulate business value in software projects through a business value framework. It presents Aditi's business value framework, which identifies key stakeholders, establishes baselines, plans value measurements, and promotes a knowledge sharing culture. The framework aims to accelerate time to market, drive effectiveness and efficiency, and increase profit margins and account growth. It also presents a case study where Aditi delivered business value on a test services project through controlled defects, increased automation, and accelerated regression testing, resulting in improved quality, less rework, and overall effort and financial gains. Success enablers included people development, process improvements, and tools/techniques integration focused on continuous improvement.
The document discusses quality and several quality gurus. It defines quality according to dictionaries and standards and introduces seven key quality gurus: W. Edwards Deming, Joseph Juran, Philip Crosby, Shigeo Shingo, Kaoru Ishikawa, Yoshio Kondo, and Taiichi Ohno. It provides brief biographies of each guru and summaries of their major contributions to quality management philosophies.
KD Services is a third party logistics company that specializes in packaging, assembly, compliance, storage and distribution services for the cosmetic and pharmaceutical industries. With over 15 years of experience and sustained 30% annual growth, KD Services has developed an effective methodology and uses cutting-edge technology to execute projects for its many clients. One example is a promotional cosmetics kit project for Pierre Fabre, where KD Services packaged product samples, brochures and other components into promotional bags with labels within a tight deadline.
The document outlines a methodology for developing a recruitment outsourcing ecosystem for a client that involves mapping existing processes, identifying stakeholders, developing strategies and objectives, and integrating people, processes, and technologies. Key phases include planning, defining workstreams, sourcing vendors, negotiating agreements, implementation, and completion. The goal is to create an end-to-end recruitment solution by integrating various components like talent mapping, social recruiting, onboarding, and analytics.
KD Services is a third party logistics company specializing in packaging, assembly, and distribution services for the cosmetics and pharmaceutical industries. They have experienced over 30% annual growth in the past 5 years. Their services include assembly & labeling, compliance, storage & distribution, and quality control. They utilize state-of-the-art technology and have over 70,000 square feet of operational space. A case study highlighted their work with Pierre Fabre on a promotional cosmetics kit project involving placement of samples and brochures into sealed bags with labels.
On the data interoperability issues in SCOR-based supply chainsMilan Zdravković
Zdravkovic M, Trajanovic, M., 2012, On the data interoperability issues in SCOR-based supply chains. 7th International Workshop on Enterprise Integration, Interoperability and Networking (EI2N'2012), September 12-13, 2012, Rome, Italy
Are Your Training Partners Living Up to Their Promises?Kelly Condron
According to Training Magazine’s
2006 Industry Report, 27% of small
and 71% of large companies
outsource some or all of their
custom content development. To
establish and maintain successful
partnerships, you should select the
right outsourcing partner,
continually assess established
partners, identify measures up-front
in the contract, and make a
commitment for mutual success.
The document describes Velocity's customer experience, which includes a dedicated team that ensures Velocity's services meet customer needs throughout the lifecycle. It provides concise support through defined processes at each stage. Customers praise the responsiveness of Velocity's support advocates and their assistance in resolving issues.
Nepal trekking , Travels Nepal , Treks Nepal , Tour Nepal , Everest base camp...Dolakh Thapa
MMT is a Nepal-based trekking company led by Dolakh Thapa and Prem Panta, both
government registered trekking guides with over 20 years of experience. They established MMT
in 2009 to provide outdoor adventures while experiencing the landscapes, flora, fauna, and
cultures of the Himalayas. MMT aims to ensure safety, comfort, and satisfaction for all clients
through experienced guides, well-equipped staff, and comprehensive services.
The document discusses the use of the present simple tense in English. It is used to describe habitual actions and routines, permanent situations, general truths, and planned future events. The formation of affirmative, negative, and interrogative sentences in the present simple is explained, including use of auxiliary verbs and changes to verbs ending in certain letters. Common time expressions and adverbs of frequency that are used with the present simple are also outlined.
The document discusses the present continuous tense in English. It explains that the present continuous is used for actions happening now and provides the formation for affirmative, negative, and interrogative sentences using the present continuous. Examples are given for common verbs like sleep, eat, walk, write, and run. Time expressions that can be used with the present continuous are also listed.
Mountain Mart Treks best trekking company specialized for wilderness tour, hiking, mountain climbing, Everest Base Camp trek and package trekking in Nepal Himalaya.
MMT is a Nepal-based trekking company led by Dolakh Thapa and Prem Panta, both registered
Nepal Government guides with over 20 years of experience. They established MMT in 2009 to
provide outdoor adventures while upholding high standards of service, safety, sustainability and
community engagement. MMT designs individual and group trips, and ensures guests have a
memorable experience through well-trained guides and competitive prices with no hidden costs.
The document discusses a rebranding campaign for Fish Muruku Popo, a Malaysian snack brand. It provides background on the brand's history and current operations. A SWOT analysis identifies strengths such as brand recognition and weaknesses like lack of advertising. The objectives are to create awareness, persuade people, and provide information to consumers. The target audience is people aged 5-45 who earn around RM300. Media strategies include television, radio, and print ads. The messages will focus on the product's convenience, affordable price, and healthier ingredients.
Mta ssg net_fund_individual_without_cropHairo Compres
This document is a student study guide for the Microsoft Technology Associate (MTA) 98-366 Networking Fundamentals exam. It provides an overview of the exam contents, which cover understanding networking infrastructures, network hardware, protocols and services. It also introduces the authors Shari Due and Patricia Phillips who have extensive industry experience.
Upper Dolpo trek lies hidden behind the Dhaulagiri Range in Nepal’s mid-western region where snow fed streams run off high mountains but few are perennial.
Este documento presenta las leyes fundamentales de los conjuntos, incluyendo:
1) La ley de idempotencia establece que un conjunto unido consigo mismo es igual al conjunto.
2) Las leyes conmutativa y asociativa definen las propiedades conmutativa y asociativa de la unión y la intersección de conjuntos.
3) La ley de identidad establece las propiedades de la unión e intersección de un conjunto con el conjunto vacío y el universal.
Mountain Mart Treks and Expedition: One of the Best trekking and Adventure Company in Nepal specialized for trekking in Nepal, Nepal tour, hiking, peak climbing, Expedition and adventure holidays.
At the beginning of the music video, a long shot establishes the singer alone, while a close-up shows her facial expressions of emotion. This sets the lonely scene that corresponds to the song. The beautiful natural setting matches the song's beauty without distracting props. As the video progresses, the lighting dims to match the emotional tone of the song. Musical instruments playing enhances the heartfelt feeling, though repetitive camera angles may bore viewers toward the end. The analysis compares this video to others of different genres.
The document contains log output from an XMLTextReader test that is parsing an XML file. It logs the name, depth, line number, node type and other properties at each step of the parsing. It parses elements like PurchaseOrderRequest, fromRole, ContactInformation, addressLine1, GlobalPartnerRoleClassificationCode and others.
The document summarizes the design elements of a music magazine front cover created by the author. Key elements included a large dominant masthead making the title clear, a sophisticated main model image suited to the magazine, and banner cover stories standing out at the top and bottom. Neutral black and white colors were used throughout the front cover, contents page, and double page spread to make the design sophisticated, grown up, and different from other colorful magazines. The consistent black and white color scheme and repetition of the masthead carried the theme throughout the magazine.
Характеристики выставочного павильона МосЭкспо, павильона №75 на ВВЦ, крупнейшего выставочного павильона Москвы. Общая выставочная площадь 24500 кв.метров
Upper dolpo trek, trekking in Dolpo Beni Dolpo trekDolakh Thapa
The Upper Dolpo trek lies in a remote region of western Nepal characterized by snow-fed streams and semi-arid landscapes. The trek begins with a flight to Juphal and three-day walk along the Phoksundo Khola river valley to Ringmo village and Phoksundo Lake, Nepal's deepest lake. Hikers then traverse cliffs above the lake and hike up the Phoksundo Valley, passing Shey Gompa monastery before descending to Lower Dolpo, with its villages and monasteries. The trek continues through forests and gorges before ending with a flight back from Juphal.
This document summarizes and compares three pop music CD covers. The One Direction CD appeals to young children, teenagers and young adults based on the band's appearance and style. The Pop Party 9 CD features a variety of bright colors and pop artists, drawing attention. The Emeli Sande CD cover is aimed at older teenagers and adults, using a black and white portrait to represent her more mature pop sound compared to colorful genre conventions. All three CD covers represent different approaches within the pop music genre.
Este documento presenta las formas afirmativas, negativas e interrogativas del verbo "to be" (ser/estar) en inglés. Proporciona ejemplos de cada forma conjugada para la primera, segunda y tercera persona del singular y plural. Explica cómo se usa "to be" para indicar la identidad, la ubicación y los estados.
The document summarizes the creation of a college magazine. It discusses the successful aspects like using an image of a happy student on the front page that captures college life. The most difficult parts were using Photoshop software and learning photography skills. Overall, the creator learned new skills in designing a magazine and enjoyed the hands-on project compared to writing essays.
The 12-day Annapurna Base Camp Trek begins in Pokhara, Nepal, climbing through forests and villages to the Annapurna Sanctuary at 4,130 meters where hikers are surrounded by towering peaks. The trek descends over 2-3 days back to Pokhara, with an optional visit to nearby hot springs. Mountain Mart Treks provides all accommodations, meals, permits and guides to ensure hikers' safety and comfort during this scenic trekking experience in the Annapurna region.
El documento habla sobre la Ley SOPA (Stop Online Piracy Act), una propuesta de ley estadounidense de 2011 que buscaba combatir la piratería en internet mediante la censura de sitios, restricciones a proveedores de pago y buscadores, e inmunidad para proveedores de internet que censuren contenido. Sin embargo, la ley también amenazaba la libertad de expresión, la innovación en internet y podía afectar negativamente a usuarios y empresas.
The document is a presentation on Total Quality Management (TQM). It discusses key concepts of TQM including having a customer focus, empowering employees, and continuous improvement. It covers TQM frameworks like the PDCA cycle and ISO standards. The presentation also addresses implementing TQM, reasons for failures, and quality awards that are based on TQM principles.
This document discusses Total Quality Management (TQM). It provides an overview of key TQM concepts like customer focus, continuous improvement, and empowering all employees. It also examines standards and models that support TQM implementation, such as the PDCA cycle, ISO 9000, Baldrige criteria, and EFQM Excellence Model. Common elements of quality awards are identified, which recognize organizations that successfully adopt TQM principles.
This document provides an overview of total quality management (TQM). It defines TQM as a management method relying on cooperation across an organization to achieve long-term success through customer satisfaction. The document outlines the concepts, implementation, tools (like fishbone diagrams), characteristics of successful companies, examples of companies using TQM, and potential obstacles. It describes the three main parts of TQM as total employee investment, just-in-time waste elimination, and total quality control.
This document provides an overview of Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization through applying quantitative methods and human resources to improve all processes and exceed customer needs now and in the future. The document outlines some of the key foundations and tools of TQM, including the four Ps (planning, processes, people, performance), three Cs (commitment, communication, culture) and contributions from quality gurus like Deming, Juran, Crosby and Taguchi. It also discusses definitions and dimensions of quality.
The document discusses the latest developments in quality management, specifically Total Quality Management (TQM). TQM requires focusing on customers, involving all employees, continuously improving processes, treating suppliers as partners, and establishing performance measures. It requires cultural change and an ongoing commitment to quality improvement. TQM aims to provide high quality products and services to increase productivity and lower costs.
This document discusses the evolution of quality concepts over time. It begins with an emphasis on craftsmanship in the 19th century. The industrial revolution led to a focus on specifications, measurement and inspection. Statistical quality control was developed after World War 2. More recently, there has been a shift to defect prevention and quality management systems. The key aspects of a quality management system discussed include customer focus, leadership, involvement of people, and continual improvement.
Here are some key things to review in your quality plans:
- Review acceptance criteria to ensure they accurately reflect the customer's quality expectations and are measurable.
- Check that the product descriptions clearly define what is being delivered.
- Ensure quality responsibilities are assigned and people understand their roles.
- Verify quality methods and control processes will actually achieve the required quality levels.
- Confirm quality tolerances and criteria allow for fit-for-purpose outcomes.
- Revisit the quality audit trail to ensure a robust handoff between planning, delivery and acceptance.
- Get stakeholder feedback on quality performance to date and make any necessary adjustments.
- Look for opportunities to improve efficiency of quality processes without comprom
The document discusses quality assurance and control. It emphasizes the importance of quality assurance and control in improving customer satisfaction and conforming to specifications. It outlines several key aspects of quality assurance including quality planning, assurance, and control. It also discusses how to integrate quality assurance with customer satisfaction and conformance to requirements.
Total quality management (TQM) is a comprehensive approach to quality management that is company-wide in scope. It involves all departments and employees and focuses on continuously improving processes and meeting customer needs. TQM goes beyond traditional quality assurance methods like inspection and quality control by emphasizing prevention over detection of defects and focusing on all stakeholders rather than just internal processes or final products. The goal of TQM is to continuously increase customer satisfaction through ongoing improvements in quality, process, and product design.
Role of qa&qc in manufacturing presentationImran Jamil
This document discusses quality control, quality assurance, and quality improvement concepts. It provides examples of quality control and quality assurance activities in manufacturing, such as inspections, audits, and process documentation. Quality control focuses on inspection and testing to find defects, while quality assurance aims to prevent defects by improving processes. Quality improvement is about continuously studying processes to identify and implement solutions to problems. The goal is to create systems that prevent errors from occurring.
TQM is a philosophy that applies quality management principles to all parts of an organization and emphasizes placing customers at the forefront of decisions. It involves empowering all staff to influence quality and taking a holistic, continuous improvement approach focused on meeting customer expectations. Successful TQM implementation requires integrating its principles throughout daily operations and addressing factors like outdated cultures or a lack of strategic planning.
This document discusses key concepts in quality management. It defines quality according to several experts and standards, including Deming, Juran, ISO 9000. It outlines dimensions of quality, levels of quality management from organizational to process to performance. It also discusses statistical quality control tools like control charts and acceptance sampling. Finally, it provides a brief history of quality management approaches from inspection to total quality management.
Total quality management (TQM) aims to integrate all processes to achieve continuous quality improvement and customer satisfaction. The three main quality gurus - Deming, Juran, and Crosby - emphasized that quality is defined by customer requirements and inspection alone cannot ensure quality. TQM requires organization-wide commitment and views quality costs as those incurred from non-conformance rather than quality activities. The goal of TQM is to reduce quality costs and increase customer loyalty through a system approach.
Project quality management aims to ensure projects fulfill requirements. Quality is the degree to which project deliverables meet requirements. Accuracy measures correctness while precision measures exactness. Managing quality involves auditing works periodically, while controlling quality evaluates deliverables against standards and metrics. Common quality theories include zero defects, fitness for use, and continuous improvement. Quality is not achieved through unnecessary additions but by providing what customers request. Prevention is more effective than inspection for ensuring quality.
The document discusses quality management and introduces the seven quality control tools. It provides background on each of the seven tools - flowchart, check sheet, histogram, scatter diagram, Pareto chart, cause-and-effect diagram, and control chart. The tools help analyze processes, collect and organize data, identify relationships between factors, separate vital issues from trivial matters, and determine if a process is operating within acceptable variability limits. The seven tools provide a foundation for problem solving and ensuring process capability.
A details introduction of quality, its elements, Cost of Poor Quality and difference in Quality Control and Quality Assurance.
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Quality movement is having its importance in every field of our life. Quality is expected in every product & service sector. The quality-related different terms are discussed in this presentation. Definition of quality, TQM, quality assurance, quality control, quality improvement & quality enhancement-all these words are having their own specific meanings. All these things are discussed in the given presentation.
This document provides an introduction to quality standards and definitions. It discusses that there are different views of quality, including degree of fulfillment of requirements, fitness for use, and meeting customer expectations. It also summarizes that quality is not achieved by accident but requires understanding customer requirements and having a plan to meet them. Quality involves a continuous improvement cycle of plan, do, check, act. Finally, it notes that quality management systems, like ISO 9001, provide requirements for organizations to direct quality in a systematic way.
The document discusses quality management in service industries. It defines service quality and discusses various models for measuring service quality, including the SERVQUAL instrument. The SERVQUAL model measures service quality across five dimensions: reliability, responsiveness, assurance, empathy and tangibles. It assesses service quality by measuring the gap between customer expectations of service and their perceptions of the actual service received. The document also discusses internal and external measures of service quality and provides examples of how different service organizations can monitor quality.
1) Quality transitioned from inspection and detection of non-conformance to prevention through quality assurance and total quality management. Early approaches focused on inspecting outputs, while modern approaches emphasize planning and designing quality into processes from the start.
2) Total quality management represents the highest level of quality management, focusing on continuous improvement through cooperation across an organization. It aims to exceed customer expectations and involve all stakeholders.
3) Key aspects of total quality management include establishing principles like customer focus, leadership, engagement of employees, and process management. The goal is to benefit all involved by producing value-adding products and services.
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1. Total Quality Management - TQM
Total Quality Management - TQM
The quality journey continues……..
Author:
Dr Rhys Rowland-Jones
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2. Total Quality Management - TQM
Session Plan
• Introduction to concepts of TQM
• Standards and TQM
• TQM Reasons for failure
• Measurement of Quality
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3. Total Quality Management - TQM
Total Quality Management
• TQM is a philosophy which applies equally to all parts of the
organization.
• TQM can be viewed as an extension of the traditional approach
to quality.
• TQM places the customer at the forefront of quality decision
making.
• Greater emphasis on the roles and responsibilities of every
member of staff within an organization to influence quality.
• All staff are empowered.
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4. Total Quality Management - TQM
Total Quality Management
Doing things right…..
….FIRST time.
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Internetix (2005)
5. Total Quality Management - TQM
British Standards on TQM
BS 7850-1:1992
• Total quality management.
Guide to management principles.
BS 7850-2:1994,
ISO 9004-4:1993
• Total quality management. Guidelines for quality
improvement.
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6. Total Quality Management - TQM
Elements of TQM
• Leadership
– Top management vision, planning and support.
• Employee involvement
– All employees assume responsibility for the quality of their work.
• Product/Process Excellence
– Involves the process for continuous improvement.
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7. Total Quality Management - TQM
Elements of TQM
• Continuous Improvement
– A concept that recognizes that quality improvement is a journey
with no end and that there is a need for continually looking for new
approaches for improving quality.
• Customer Focus on “Fitness for Use”
– Design quality
• Specific characteristics of a product that determine its value in the
marketplace.
– Conformance quality
• The degree to which a product meets its design specifications.
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8. Total Quality Management - TQM
A fundamental concept of TQM
from BS 7850 - a ‘Process’
• “A set of inter-related resources and activities which
transform inputs into outputs.” (ISO 8402).
• “Any activity that accepts inputs, adds values to these
inputs for customers, and produces outputs for these
customers. The customers may be either internal or
external to the organization.” (BS 7850)
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9. Total Quality Management - TQM
"The Simple Process"
Controls
Inputs Proces Outputs
s
Resources
(Source: BS 7850: 1992, “Total Quality Management”)
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10. Total Quality Management - TQM
Changing Role of the Process Owner
Process 1
Input from As customer
supplier
Process owner Process 1
Output Input
As supplier As customer
Process owner
Output to
As supplier customer
(Source: BS 7850: 1992, “Total Quality Management”)
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11. Total Quality Management - TQM
TQM & organizational Cultural Change
Traditional Approach TQM
Lack of communication Open communications
Control of staff Empowerment
Inspection & fire fighting Prevention
Internal focus on rule External focus on customer
Stability seeking Continuous improvement
Adversarial relations Co-operative relations
Allocating blame Solving problems at their roots
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12. Total Quality Management - TQM
Perceived quality is governed by the gap between customers’
expectations and their perceptions of the product or service
product or service
perceptions of the
Gap Gap
expectations for
the product or
expectations of
perceptions of
the product or
the product or
Customers’
Customers’
for the product
Customers’
Customers’
perceptions of
the product or
expectations
service
Customers’
Customers’
service
service
or service
service
Expectations > Expectations = Expectations <
perceptions perceptions perceptions
Perceived quality Perceived quality is
is poor good
Standards in Action
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13. Total Quality Management - TQM
Additional views of Quality in Services
• Technical Quality versus Functional Quality
– Technical quality — the core element of the good or service.
– Functional quality — customer perception of how the good functions or
the service is delivered.
• Expectations and Perceptions
– Customers’ prior expectations (generalized and specific service
experiences) and their perception of service performance affect their
satisfaction with a service.
• Satisfaction = (Perception of Performance) – (Expectation)
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14. Total Quality Management - TQM
Previous Word of mouth Image of product
Experience communications or service
Customer’s Customer’s
expectations perceptions
concerning a concerning the
product or service product or service
A “Gap” model
of Quality Customer’s own
Gap 4
specification of
quality
The actual product
Gap 1 or service
Management’s organization’s
concept of the specification of
product or service quality
Gap 3
Gap 2
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Source: Parasuraman, Zeithman and Berry. 1985
15. Total Quality Management - TQM
Continuous Improvement
• Philosophy that seeks to make never-ending
improvements to the process of converting inputs into
outputs.
• Kaizen: Japanese
word for continuous
improvement.
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16. Total Quality Management - TQM
Implementing TQM
• Successful Implementation of TQM
– Requires total integration of TQM into day-to-day operations.
• Causes of TQM Implementation Failures
– Lack of focus on strategic planning and core competencies.
– Obsolete, outdated organizational cultures.
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17. Total Quality Management - TQM
Obstacles to Implementing TQM
• Lack of a company-wide definition of quality.
• Lack of a formalized strategic plan for change.
• Lack of a customer focus.
• Poor inter-organizational communication.
• Lack of real employee empowerment.
• Lack of employee trust in senior management.
• View of the quality program as a quick fix.
• Drive for short-term financial results.
• Politics and turf issues.
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18. Total Quality Management - TQM
Some criticisms of TQM
1. Blind pursuit of TQM programs
2. Programs may not be linked to strategies
3. Quality-related decisions may not be tied to market
performance
4. Failure to carefully plan a program
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19. Total Quality Management - TQM
PDCA Cycle repeated to create continuous
improvement
Performance
Plan
Do
Act
Check
“Continuous”
improvement
Time
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20. Total Quality Management - TQM
Recognizing and rewarding Quality
• Promotion of high quality goods and services
– Malcolm Baldrige National Quality Award (MBNQA) (United
States)
– Deming Prize (Japan)
– European Quality Award (European Union)
– ISO9000 certification
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21. Total Quality Management - TQM
The integrated framework of the Baldrige Award criteria
Source: 2004 Criteria for Performance Excellence, U.S. Dept. of Commerce, Baldrige National Quality Program, National Institute of Standards and Technology, Gaithersburg, MD 20899. (www.quality.nist.gov)
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22. Total Quality Management - TQM
Continual improvement of the quality management system
Continual improvement of the quality management system
Customers Customers
(and other Management (and other
interested responsibility interested
parties) parties)
Measurement,
Resource
analysis and
management improvement
Satisfaction
Requirements
Input
Product Output
Key: Product
Value adding activity realisation
information flow
Standards in Action
www.bsieducation.org/standardsinactio Source: BS EN ISO
n 9001:2000
23. Total Quality Management - TQM
Overview of the EFQM Excellence Model
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24. Total Quality Management - TQM
Quality Award common elements
• All take holistic approach
• Customers/people
• Measurable characteristics
• Visible
• Basis taken from TQM
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25. Total Quality Management - TQM
Summary
• TQM – a way of working
• Involves everyone
• High prominence on ‘customer’
• Awards based upon TQM
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