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Chelyabinsk2016 anttila
These slides present aspects for realizing quality management approaches in university environment covering composite activities of education, research and collaboration with other organizations of the society. The aim is at excellence in universities’ performance through applying recognized professional quality management principles and practices that are generally used in all kinds of organizations of the society.
Knowledge and Self
The document discusses the work of Roy Roebuck from 1957-2008 in envisioning and developing models of how knowledge and the world are connected. It describes his early models representing things as knots in a fishing net connected by strings, and how his thinking evolved over time to incorporate concepts like semantics, technology, management models, and how awareness of connection has increased.
Ulyanovsk2014 anttila
1) The document discusses the concept of quality as it relates to societies and regions. It defines society as people living together in a community and region as an area with definable characteristics.
2) Societies are scale-free networks of individuals and institutions that are independent but interactive. Achieving a high quality society requires the collaborative evolution of all members through activities, interactions, and quality management practices.
3) There are no well-established practices for evaluating the overall quality of a society, but some research looks at aspects like education, employment, and well-being. International examples show that long-term commitment, collaboration, and applying theories of networking can help improve regional and societal quality.
Icqi 2014 pakistan ( 2 )
The document announces Pakistan's 13th International Convention on Quality Improvement to be held on November 17-18, 2014 in Lahore, Pakistan. The convention will focus on quality leadership, reforms, and practices, and bring together key stakeholders from government, education, corporate, and other sectors to share knowledge and promote world-class quality. It encourages executives, professionals, and academics to attend and present papers on topics related to quality leadership strategies, quality reforms in various sectors, and established quality practices. The convention aims to evaluate the current state of organizations and generate knowledge to achieve excellence.
Budapest iso9001 2015
The document discusses issues with the ISO 9001:2015 quality management standard. It notes that while the standard structure and risk-based thinking were improved, the standard did not fulfill its design specification of providing new perspectives for increasingly complex business environments. Key issues included a lack of clarity in requirements and definitions, and vagueness that impacts auditability. The weaknesses stem from inherent issues in the international standardization process. Organizations still need to supplement standards based on their own knowledge and situations.
Laatu seniorit2015 elinikäinen oppiminen
This document discusses lifelong teaching and learning and its impact on societal quality. It covers several topics related to teaching, learning, and quality including:
1. Teaching and learning as phenomena and how quality relates to both.
2. The needs and expectations of learning for individuals, organizations, and society. Learning domains are identified for each.
3. The interaction between individuals, organizations, and society in the learning process and how each learns over time.
4. The variety of approaches to education that exist in societies and the challenges of quality across different environments and needs.
Recommended
Chelyabinsk2016 anttila
These slides present aspects for realizing quality management approaches in university environment covering composite activities of education, research and collaboration with other organizations of the society. The aim is at excellence in universities’ performance through applying recognized professional quality management principles and practices that are generally used in all kinds of organizations of the society.
Knowledge and Self
The document discusses the work of Roy Roebuck from 1957-2008 in envisioning and developing models of how knowledge and the world are connected. It describes his early models representing things as knots in a fishing net connected by strings, and how his thinking evolved over time to incorporate concepts like semantics, technology, management models, and how awareness of connection has increased.
Ulyanovsk2014 anttila
1) The document discusses the concept of quality as it relates to societies and regions. It defines society as people living together in a community and region as an area with definable characteristics.
2) Societies are scale-free networks of individuals and institutions that are independent but interactive. Achieving a high quality society requires the collaborative evolution of all members through activities, interactions, and quality management practices.
3) There are no well-established practices for evaluating the overall quality of a society, but some research looks at aspects like education, employment, and well-being. International examples show that long-term commitment, collaboration, and applying theories of networking can help improve regional and societal quality.
Icqi 2014 pakistan ( 2 )
The document announces Pakistan's 13th International Convention on Quality Improvement to be held on November 17-18, 2014 in Lahore, Pakistan. The convention will focus on quality leadership, reforms, and practices, and bring together key stakeholders from government, education, corporate, and other sectors to share knowledge and promote world-class quality. It encourages executives, professionals, and academics to attend and present papers on topics related to quality leadership strategies, quality reforms in various sectors, and established quality practices. The convention aims to evaluate the current state of organizations and generate knowledge to achieve excellence.
Budapest iso9001 2015
The document discusses issues with the ISO 9001:2015 quality management standard. It notes that while the standard structure and risk-based thinking were improved, the standard did not fulfill its design specification of providing new perspectives for increasingly complex business environments. Key issues included a lack of clarity in requirements and definitions, and vagueness that impacts auditability. The weaknesses stem from inherent issues in the international standardization process. Organizations still need to supplement standards based on their own knowledge and situations.
Laatu seniorit2015 elinikäinen oppiminen
This document discusses lifelong teaching and learning and its impact on societal quality. It covers several topics related to teaching, learning, and quality including:
1. Teaching and learning as phenomena and how quality relates to both.
2. The needs and expectations of learning for individuals, organizations, and society. Learning domains are identified for each.
3. The interaction between individuals, organizations, and society in the learning process and how each learns over time.
4. The variety of approaches to education that exist in societies and the challenges of quality across different environments and needs.
The Spiral of Organizational Learning by Heike Nolte
A car manufacturer changed its work organization to enable more organizational learning among assembly line workers. Interviews with workers found that as participation increased, organizational learning improved, with signs of double-loop and deutero learning emerging. The teams with the highest levels of learning also demanded more participation. The study concludes that participation supports organizational learning, higher learning leads to demands for more participation, creating a self-reinforcing cycle of continuous improvement.
Integrated Management Systems
The document discusses integrating management standards and systems within an organization from a business perspective. It makes three key points:
1. Management systems should be integrated and embedded within normal business management activities and processes, rather than developed as separate, isolated systems. True integration covers all aspects of managing an organization.
2. An organization can be viewed as a single system with two levels - strategic and operational. Integration is needed at both levels to avoid conflicts between specialized management areas.
3. Separate management systems for individual expertises like quality, information security, or environmental protection are artificial. A consistent, balanced integration of all expertises is required as part of the overall business management system.
Ims (integrated Management system )
Integrated management system enable organization to get better system , environment and also safety .
Basic of Integrated Management System
This training document outlines an agenda for a QHSE (Quality Health Safety & Environmental) Awareness Training presented by Jamaluddin Ma’ruf. The one-day training covers topics such as QHSE goals and effects, quality assurance and control, hazard identification, and integrated management systems. It discusses process models for ISO 9001, OHSAS, and ISO 14001 standards. Eight principles of management are also reviewed, including customer focus, leadership, involvement of people, and continual improvement. The training aims to help audiences understand basic concepts of integrated management systems.
Ims integrated management system implementation steps-lakshy rev00-240914
Ims integrated management system implementation steps-lakshy rev00-240914Lakshy Management Consultant Pvt Ltd
The document outlines a 10 step approach to implementing an integrated management system (IMS) that combines elements of multiple standards such as ISO 9001, ISO 14001, and OHSAS 18001. The 10 steps include awareness training, policy and objectives development, gap analysis, documentation, implementation, internal auditing, management review, pre-certification auditing, corrective actions, and final certification auditing. Upon completion of these steps, an organization can achieve certification in an integrated system that streamlines processes across different standards.Integrated Management Systems
This document discusses the evolution of management systems from an emphasis on products and processes to a more holistic and integrated view. It outlines four eras: the control era from 1925-1975 which focused on product characteristics; the assurance era from 1975-2000 which focused on process consistency; the management era from 2000-2012 which developed organization systems; and the integration era from 2012-2018 which combines quality, environmental, safety and security into a single view. The document then examines models for quality, environmental, safety and security management and trends toward greater integration and risk-based approaches across these systems.
Laatuseniorit tuotelaatu part two
This document discusses various topics related to achieving competitive products and delighting customers, including:
1. It discusses examining customer needs, satisfaction, and product characteristics to develop products that meet expectations.
2. It also covers linking product development to business processes using quality methods like QFD, and addressing technological challenges.
3. Maintaining consistent and attractive corporate and product brands is also discussed to positively influence customer perception.
Iso9001 2015 needs
This document discusses the needs and expectations for revising the ISO 9001 standard in 2015. It provides background on the history of the ISO 9000 standards and outlines the requirements and design specifications for the 2015 revision, including making risk management more explicit, adopting a common high-level structure, and revising the quality management principles. It also examines some pros and cons of the international standardization process.
Laatuseniorit tuotelaatu part one
This document discusses concepts related to products, quality, and customer satisfaction. It begins by defining a product as the result of a process and noting that products always include an element of service. The document then explores how customer value is co-created through a product's goods and service elements. It also examines how understanding customer needs, expectations, and the customer experience can help companies develop competitive products and satisfy customers.
Quality integration
The document discusses business-integrated quality management, which aims to seamlessly coordinate quality activities within an organization's normal business operations and management processes. It cannot be distinguished from normal business management. Key aspects include understanding the organization, management, quality, and quality management from the perspective of the specific organization. Popular quality management methodologies like Lean, Six Sigma, ISO standards, and performance excellence models can be embedded within an organization's overall business system and strategic and operational direction. The challenge is applying these concepts flexibly based on each organization's unique business needs and processes.
Mohammedia2013 anttila
The document discusses quality, quality management, and quality assurance in education. It defines quality as the degree to which education fulfills the needs and expectations of stakeholders like students. Quality management coordinates activities to direct and control an educational organization regarding quality. Quality assurance provides confidence that quality requirements will be met. The document outlines a common structure for a systematic quality management approach in education organizations, following universal quality management principles like customer focus, leadership, and continual improvement.
Tallinn helsinki eoq2013
1. The document discusses the relationship between quality and innovation and argues that they should be integrated at the organizational level. It notes that while the disciplines of quality and innovation have traditionally evolved separately, bringing them together can benefit organizations and society.
2. The document explores how innovation has long been a part of quality management through concepts like continual improvement. However, it asserts that more innovation is still needed in quality methods and practices to address changes in business environments.
3. Various types of innovations are examined, including innovations in technology, products, and quality management. The document also discusses forces driving innovation and quality globally and how standards can be applied creatively to encourage innovative quality practices in organizations.
Tallinn eoq2013
This document discusses the importance of considering people aspects in business process management. It argues that while people's roles have historically been an integral part of business processes, modern approaches like Taylorism have deemphasized the human element. The document advocates for an integrated view of people and processes at both the strategic and operational levels. It also presents frameworks for measuring and improving people performance within an organization's business processes. The conclusion is that high quality results depend on consistently managing both people and processes together across all levels of the organization.
Rovinj2013
The document discusses how organizations can aim for competitive products and satisfied customers during an economic recession. It emphasizes focusing on the essentials like producing high-quality goods and services, creating value for customers, and refining business processes. The recession presents challenges but also opportunities to critically examine practices and courageously learn and innovate new approaches. Quality methods should concentrate on the basics and utilizing systematic practices.
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The Spiral of Organizational Learning by Heike Nolte
A car manufacturer changed its work organization to enable more organizational learning among assembly line workers. Interviews with workers found that as participation increased, organizational learning improved, with signs of double-loop and deutero learning emerging. The teams with the highest levels of learning also demanded more participation. The study concludes that participation supports organizational learning, higher learning leads to demands for more participation, creating a self-reinforcing cycle of continuous improvement.
Integrated Management Systems
The document discusses integrating management standards and systems within an organization from a business perspective. It makes three key points:
1. Management systems should be integrated and embedded within normal business management activities and processes, rather than developed as separate, isolated systems. True integration covers all aspects of managing an organization.
2. An organization can be viewed as a single system with two levels - strategic and operational. Integration is needed at both levels to avoid conflicts between specialized management areas.
3. Separate management systems for individual expertises like quality, information security, or environmental protection are artificial. A consistent, balanced integration of all expertises is required as part of the overall business management system.
Ims (integrated Management system )
Integrated management system enable organization to get better system , environment and also safety .
Basic of Integrated Management System
This training document outlines an agenda for a QHSE (Quality Health Safety & Environmental) Awareness Training presented by Jamaluddin Ma’ruf. The one-day training covers topics such as QHSE goals and effects, quality assurance and control, hazard identification, and integrated management systems. It discusses process models for ISO 9001, OHSAS, and ISO 14001 standards. Eight principles of management are also reviewed, including customer focus, leadership, involvement of people, and continual improvement. The training aims to help audiences understand basic concepts of integrated management systems.
Ims integrated management system implementation steps-lakshy rev00-240914
Ims integrated management system implementation steps-lakshy rev00-240914Lakshy Management Consultant Pvt Ltd
The document outlines a 10 step approach to implementing an integrated management system (IMS) that combines elements of multiple standards such as ISO 9001, ISO 14001, and OHSAS 18001. The 10 steps include awareness training, policy and objectives development, gap analysis, documentation, implementation, internal auditing, management review, pre-certification auditing, corrective actions, and final certification auditing. Upon completion of these steps, an organization can achieve certification in an integrated system that streamlines processes across different standards.Integrated Management Systems
This document discusses the evolution of management systems from an emphasis on products and processes to a more holistic and integrated view. It outlines four eras: the control era from 1925-1975 which focused on product characteristics; the assurance era from 1975-2000 which focused on process consistency; the management era from 2000-2012 which developed organization systems; and the integration era from 2012-2018 which combines quality, environmental, safety and security into a single view. The document then examines models for quality, environmental, safety and security management and trends toward greater integration and risk-based approaches across these systems.
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The Spiral of Organizational Learning by Heike Nolte
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Ims integrated management system implementation steps-lakshy rev00-240914
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This document discusses various topics related to achieving competitive products and delighting customers, including:
1. It discusses examining customer needs, satisfaction, and product characteristics to develop products that meet expectations.
2. It also covers linking product development to business processes using quality methods like QFD, and addressing technological challenges.
3. Maintaining consistent and attractive corporate and product brands is also discussed to positively influence customer perception.
Iso9001 2015 needs
This document discusses the needs and expectations for revising the ISO 9001 standard in 2015. It provides background on the history of the ISO 9000 standards and outlines the requirements and design specifications for the 2015 revision, including making risk management more explicit, adopting a common high-level structure, and revising the quality management principles. It also examines some pros and cons of the international standardization process.
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This document discusses concepts related to products, quality, and customer satisfaction. It begins by defining a product as the result of a process and noting that products always include an element of service. The document then explores how customer value is co-created through a product's goods and service elements. It also examines how understanding customer needs, expectations, and the customer experience can help companies develop competitive products and satisfy customers.
Quality integration
The document discusses business-integrated quality management, which aims to seamlessly coordinate quality activities within an organization's normal business operations and management processes. It cannot be distinguished from normal business management. Key aspects include understanding the organization, management, quality, and quality management from the perspective of the specific organization. Popular quality management methodologies like Lean, Six Sigma, ISO standards, and performance excellence models can be embedded within an organization's overall business system and strategic and operational direction. The challenge is applying these concepts flexibly based on each organization's unique business needs and processes.
Mohammedia2013 anttila
The document discusses quality, quality management, and quality assurance in education. It defines quality as the degree to which education fulfills the needs and expectations of stakeholders like students. Quality management coordinates activities to direct and control an educational organization regarding quality. Quality assurance provides confidence that quality requirements will be met. The document outlines a common structure for a systematic quality management approach in education organizations, following universal quality management principles like customer focus, leadership, and continual improvement.
Tallinn helsinki eoq2013
1. The document discusses the relationship between quality and innovation and argues that they should be integrated at the organizational level. It notes that while the disciplines of quality and innovation have traditionally evolved separately, bringing them together can benefit organizations and society.
2. The document explores how innovation has long been a part of quality management through concepts like continual improvement. However, it asserts that more innovation is still needed in quality methods and practices to address changes in business environments.
3. Various types of innovations are examined, including innovations in technology, products, and quality management. The document also discusses forces driving innovation and quality globally and how standards can be applied creatively to encourage innovative quality practices in organizations.
Tallinn eoq2013
This document discusses the importance of considering people aspects in business process management. It argues that while people's roles have historically been an integral part of business processes, modern approaches like Taylorism have deemphasized the human element. The document advocates for an integrated view of people and processes at both the strategic and operational levels. It also presents frameworks for measuring and improving people performance within an organization's business processes. The conclusion is that high quality results depend on consistently managing both people and processes together across all levels of the organization.
Rovinj2013
The document discusses how organizations can aim for competitive products and satisfied customers during an economic recession. It emphasizes focusing on the essentials like producing high-quality goods and services, creating value for customers, and refining business processes. The recession presents challenges but also opportunities to critically examine practices and courageously learn and innovate new approaches. Quality methods should concentrate on the basics and utilizing systematic practices.
Markku iso 9001
The document discusses the timeline and process for revising ISO 9001 to release version ISO 9001:2015. Key points include:
- ISO has standardized a common structure, terminology and definitions for management system standards, which ISO 9001:2015 will follow.
- Three management system standards have already been published in the new harmonized format, and seven others are in progress, including ISO 9001 and ISO 14001.
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