The document discusses the quality program at an insurance company. It aims to improve customer satisfaction and broker relationships by focusing on key quality characteristics like accessibility, accuracy, responsiveness and timeliness. The program includes new hire certification to ensure minimum processing knowledge, ongoing production quality checks, and metrics like defect free rate. It has led to achievements like a quality culture, production quality standards, and an IT system to support quality initiatives globally.
The document provides information on Failure Mode and Effects Analysis (FMEA). It begins with an overview of what an FMEA is and its purpose in identifying potential failures, effects, and causes. It then discusses how FMEAs fit within the product and process development process. The document provides examples of tools that can be used as part of an FMEA, such as boundary diagrams, P-diagrams, and a characteristics matrix. It also discusses approaches for effectively preparing and deploying FMEAs.
BSC - Introduction, Architecture, Strategy Formulation Guide & Templatesngaungsan
The document discusses building a strategy-focused organization using the Balanced Scorecard (BSC). It provides an overview of the BSC architecture and methodology, including the five BSC perspectives of financial, customer, internal processes, learning and growth, and channel partners. It also discusses how each perspective can be elaborated upon and measured. The BSC helps address typical issues with vision, strategy, strategy translation and targets through facilitating strategy formulation, translation into operational terms, alignment of the organization, and continual focus on strategy.
This document provides a supplier selection checklist covering key criteria for selecting suppliers of non-critical and critical raw materials. The checklist includes minimum criteria like specifications, price, and documentation as well as more advanced criteria assessing assurance of supply, quality/regulatory compliance, procurement/cost, innovation/technical capabilities, and responsiveness/communication. Selection depends on suppliers' ability to meet specifications, ensure stable supply at a competitive price, maintain high quality standards, and demonstrate technical and organizational strengths.
The document provides information on Failure Mode and Effects Analysis (FMEA). It begins with an overview of what an FMEA is and its purpose in identifying potential failures, effects, and causes. It then discusses how FMEAs fit within the product and process development process. The document provides examples of tools that can be used as part of an FMEA, such as boundary diagrams, P-diagrams, and a characteristics matrix. It also discusses approaches for effectively preparing and deploying FMEAs.
BSC - Introduction, Architecture, Strategy Formulation Guide & Templatesngaungsan
The document discusses building a strategy-focused organization using the Balanced Scorecard (BSC). It provides an overview of the BSC architecture and methodology, including the five BSC perspectives of financial, customer, internal processes, learning and growth, and channel partners. It also discusses how each perspective can be elaborated upon and measured. The BSC helps address typical issues with vision, strategy, strategy translation and targets through facilitating strategy formulation, translation into operational terms, alignment of the organization, and continual focus on strategy.
This document provides a supplier selection checklist covering key criteria for selecting suppliers of non-critical and critical raw materials. The checklist includes minimum criteria like specifications, price, and documentation as well as more advanced criteria assessing assurance of supply, quality/regulatory compliance, procurement/cost, innovation/technical capabilities, and responsiveness/communication. Selection depends on suppliers' ability to meet specifications, ensure stable supply at a competitive price, maintain high quality standards, and demonstrate technical and organizational strengths.
Case study of whirlpool quality managementTushar G
Whirlpool is a leading home appliance manufacturer with a vision of pride, passion and performance in every home. It focuses on innovation, operational excellence and customer centricity. For quality management, Whirlpool uses tools like Six Sigma and the Kano model to understand customer needs and improve products and processes. It aims to satisfy customers through attributes like effective products, good service, reasonable prices and a strong reputation. Whirlpool seeks customer feedback to address issues and enhance the customer experience.
The document discusses quality management topics and provides resources on the topic. It highlights the top 5 areas that quality executives are focusing on in 2013, which are: standardization of quality processes, quality management software, creating a business process platform, quality metrics programs, and supplier quality management. It also provides descriptions of common quality management tools including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and others.
This report provides an analysis and evaluation of the current Water situation in urban and rural areas. Moreover, introducing a new product and some methods of analysis either calculations include ratios of water pollution.
Swot analysis of p$g and whirlpool corporation(24 th march 2011)Amiya Kumar Sahoo
This document presents a SWOT analysis of Whirlpool Corporation and Procter & Gamble. For Whirlpool, strengths include strong brand image and revenue growth in Latin America, while weaknesses are low margins and declining private label sales to Sears. Opportunities include acquisitions and divestments, as well as growing Asian markets, while threats include increasing raw material costs and intense competition. For P&G, strengths are large-scale production and brand portfolio, while weaknesses include losing market share and lack of private label offerings. Opportunities lie in new product categories and online marketing, while threats include competition and substitute products.
Making Innovation happen in a Commodity Market: The Secret AlchemyWhirlpool Corporation
Mauro Piloni, President Whirlpool R&D,Global, Vice President Advanced Development and Cross Product Categories discusses Making Innovation happen in a Commodity Market: The Secret Alchemy
The document discusses the home appliance industry in the United States. It covers the industry's dominant features such as numerous competitors vying for market share and a focus on product innovation through energy efficiency. It then analyzes the industry using Porter's Five Forces model, finding moderate threat of new entry, neutral competitive rivalry, weak substitute threats, and mixed buyer and supplier power. Overall the industry is found to be mildly attractive. Key success factors identified are contract sales, retail sales, commercial markets, research and development.
Case Analysis on Whirlpool and the Global Appliance IndustrySamrat Mazumdar
Whirlpool Corporation is the largest home appliance manufacturer in the world. To address declining profits in North America and weak international sales, Whirlpool pursued an aggressive global expansion strategy in the 1980s. Key elements of the strategy included getting the entire organization to think globally, aligning around a global vision, embedding goals into daily operations, injecting new skills, focusing on long-term brand leadership over short-term gains, prioritizing customer needs, and standardizing products while pursuing innovation. This allowed Whirlpool to successfully expand globally and become the leading home appliance brand in every major region worldwide.
Whirlpool of India is a leader in the home appliance industry but has lost market share and executives in recent years. The document discusses Whirlpool's global leadership position, vision, mission and values. It then analyzes strengths such as its brand name and experience, but also weaknesses like reducing profits and threats from competitors gaining market share. Recommendations include motivating distributors, promoting aggressively, creating a healthy executive environment, and re-entering with competitive pricing.
Whirlpool is an American manufacturer and marketer of home appliances headquartered in Michigan. It has over 71,000 employees and manufactures and researches appliances in 70 countries for the global market of 130 countries. In the early 2000s, Whirlpool implemented new systems like Manufacturing Control System and advanced planning and scheduling to overhaul its supply chain and address problems with inventory management, production planning, and sales forecasting. It also used i2 Technology and SAP ERP software. These changes helped Whirlpool reduce supply chain costs and better balance supply and demand.
Whirlpool Corporation's vision is for every home everywhere to have their appliances with pride, passion and performance. Their mission is for everyone to passionately create loyal customers for life. Whirlpool is the world's leading manufacturer and marketer of major home appliances, manufacturing in 13 countries and marketing in over 170 countries under major brand names. Whirlpool is also the principal supplier to Sears of many appliances marketed under the Kenmore brand name.
The 2006 Whirlpool Corporation Annual Report summarizes the company's strategy of executing around the world through innovative products, processes, and customer relationships. It highlights the Duet and Cabrio washing machines which use half the water and energy of conventional washers and have received design awards. The report also outlines Whirlpool's global brand, supply chain operations, innovation pipeline worth $3.5 billion, and corporate citizenship efforts including supporting Habitat for Humanity.
Whirlpool is a large global manufacturer and marketer of home appliances headquartered in Michigan. The document discusses Whirlpool's history and operations, including its transition from a push-based to pull-based manufacturing model in the 1990s to better match production to customer demand. It also covers Whirlpool's globalization of key functions like procurement and product development, as well as its use of demand planning tools and initiatives like EDI to increase supply chain efficiency. The summary provides an overview of Whirlpool's operations and strategies over time to improve responsiveness to customers.
Whirlpool of India Limited is a manufacturer of home appliances that produces refrigerators, washing machines, air conditioners and other appliances. It manufactures products in 13 countries and markets them in over 170 countries under various brand names. Whirlpool has over $18 billion in annual revenue and 68,000 employees worldwide. The company focuses on global expansion, innovation, and sustainability to continue its growth.
The document provides details about Rohit Ranjan's internship project on the marketing, sales and retail division of Whirlpool India Ltd. It includes an acknowledgment, approval from his mentor, and declaration sections. The project analyzes Whirlpool's product range including refrigerators, washing machines, microwaves, water purifiers and air conditioners. It also covers the company profile, market analysis using various frameworks, and conclusions from the project. The objective was to understand customer purchasing behaviors and factors influencing purchases of Whirlpool products.
jmstants Whirlpool Company PresentationJacob Stants
Whirlpool Corporation is an appliance manufacturer that produces products like washers, dryers, and refrigerators. It generates billions in annual revenue and has increased revenue from innovative products in recent years. The company has been in business for over 100 years and attributes its continued success to factors like its business model, history of innovation, and ability to compete against other appliance brands.
The document provides details about Whirlpool Corporation's initiatives to develop innovation as a core competency. It summarizes that Whirlpool faced stagnation in the late 1990s due to a lack of innovative products. It hired a consultancy firm to help establish an innovation culture and trained employees as innovation coaches and mentors. The results of these organizational development efforts showed in consistent revenue growth since 2002 and innovative products accounting for $800 million in sales in 2005, up from $10 million in 2001.
This document provides an overview of quality management systems and how to build one. It discusses 10 steps to build a quality management system, including defining processes, quality policy, objectives, defects, documents/records, quality processes, training needs, using the system, measuring performance, and taking action to improve. It also lists and describes several common quality management tools, such as check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional topics related to quality management systems.
Student Paper of Higher School of Economics, Russia
- Positioning statement
- Competitive Analysis in International Marketing: Tesla competitors in Russia, Brand Map.
- Understanding the consumer: market segmentation; Consumer Value Equation, Buyer Persona.
- PEST-analysis
- SWOT-analysis
- Porter five forces analysis
- Targeting
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
Nursing leadership and management course / Total Quality MnagementMouad Hourani
What is Quality?
Definition of Quality in healthcare?
Quality Evolution .
Quality control.
Quality Assurance.
Total Quality Management.
Old vs. TQM Approach.
The Deming, Juran and Crosby philosophies.
Quality Principles.
Why Quality?
Quality perspectives.
Key Dimensions of Quality.
Good Managers (Leaders)
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.
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.
Case study of whirlpool quality managementTushar G
Whirlpool is a leading home appliance manufacturer with a vision of pride, passion and performance in every home. It focuses on innovation, operational excellence and customer centricity. For quality management, Whirlpool uses tools like Six Sigma and the Kano model to understand customer needs and improve products and processes. It aims to satisfy customers through attributes like effective products, good service, reasonable prices and a strong reputation. Whirlpool seeks customer feedback to address issues and enhance the customer experience.
The document discusses quality management topics and provides resources on the topic. It highlights the top 5 areas that quality executives are focusing on in 2013, which are: standardization of quality processes, quality management software, creating a business process platform, quality metrics programs, and supplier quality management. It also provides descriptions of common quality management tools including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and others.
This report provides an analysis and evaluation of the current Water situation in urban and rural areas. Moreover, introducing a new product and some methods of analysis either calculations include ratios of water pollution.
Swot analysis of p$g and whirlpool corporation(24 th march 2011)Amiya Kumar Sahoo
This document presents a SWOT analysis of Whirlpool Corporation and Procter & Gamble. For Whirlpool, strengths include strong brand image and revenue growth in Latin America, while weaknesses are low margins and declining private label sales to Sears. Opportunities include acquisitions and divestments, as well as growing Asian markets, while threats include increasing raw material costs and intense competition. For P&G, strengths are large-scale production and brand portfolio, while weaknesses include losing market share and lack of private label offerings. Opportunities lie in new product categories and online marketing, while threats include competition and substitute products.
Making Innovation happen in a Commodity Market: The Secret AlchemyWhirlpool Corporation
Mauro Piloni, President Whirlpool R&D,Global, Vice President Advanced Development and Cross Product Categories discusses Making Innovation happen in a Commodity Market: The Secret Alchemy
The document discusses the home appliance industry in the United States. It covers the industry's dominant features such as numerous competitors vying for market share and a focus on product innovation through energy efficiency. It then analyzes the industry using Porter's Five Forces model, finding moderate threat of new entry, neutral competitive rivalry, weak substitute threats, and mixed buyer and supplier power. Overall the industry is found to be mildly attractive. Key success factors identified are contract sales, retail sales, commercial markets, research and development.
Case Analysis on Whirlpool and the Global Appliance IndustrySamrat Mazumdar
Whirlpool Corporation is the largest home appliance manufacturer in the world. To address declining profits in North America and weak international sales, Whirlpool pursued an aggressive global expansion strategy in the 1980s. Key elements of the strategy included getting the entire organization to think globally, aligning around a global vision, embedding goals into daily operations, injecting new skills, focusing on long-term brand leadership over short-term gains, prioritizing customer needs, and standardizing products while pursuing innovation. This allowed Whirlpool to successfully expand globally and become the leading home appliance brand in every major region worldwide.
Whirlpool of India is a leader in the home appliance industry but has lost market share and executives in recent years. The document discusses Whirlpool's global leadership position, vision, mission and values. It then analyzes strengths such as its brand name and experience, but also weaknesses like reducing profits and threats from competitors gaining market share. Recommendations include motivating distributors, promoting aggressively, creating a healthy executive environment, and re-entering with competitive pricing.
Whirlpool is an American manufacturer and marketer of home appliances headquartered in Michigan. It has over 71,000 employees and manufactures and researches appliances in 70 countries for the global market of 130 countries. In the early 2000s, Whirlpool implemented new systems like Manufacturing Control System and advanced planning and scheduling to overhaul its supply chain and address problems with inventory management, production planning, and sales forecasting. It also used i2 Technology and SAP ERP software. These changes helped Whirlpool reduce supply chain costs and better balance supply and demand.
Whirlpool Corporation's vision is for every home everywhere to have their appliances with pride, passion and performance. Their mission is for everyone to passionately create loyal customers for life. Whirlpool is the world's leading manufacturer and marketer of major home appliances, manufacturing in 13 countries and marketing in over 170 countries under major brand names. Whirlpool is also the principal supplier to Sears of many appliances marketed under the Kenmore brand name.
The 2006 Whirlpool Corporation Annual Report summarizes the company's strategy of executing around the world through innovative products, processes, and customer relationships. It highlights the Duet and Cabrio washing machines which use half the water and energy of conventional washers and have received design awards. The report also outlines Whirlpool's global brand, supply chain operations, innovation pipeline worth $3.5 billion, and corporate citizenship efforts including supporting Habitat for Humanity.
Whirlpool is a large global manufacturer and marketer of home appliances headquartered in Michigan. The document discusses Whirlpool's history and operations, including its transition from a push-based to pull-based manufacturing model in the 1990s to better match production to customer demand. It also covers Whirlpool's globalization of key functions like procurement and product development, as well as its use of demand planning tools and initiatives like EDI to increase supply chain efficiency. The summary provides an overview of Whirlpool's operations and strategies over time to improve responsiveness to customers.
Whirlpool of India Limited is a manufacturer of home appliances that produces refrigerators, washing machines, air conditioners and other appliances. It manufactures products in 13 countries and markets them in over 170 countries under various brand names. Whirlpool has over $18 billion in annual revenue and 68,000 employees worldwide. The company focuses on global expansion, innovation, and sustainability to continue its growth.
The document provides details about Rohit Ranjan's internship project on the marketing, sales and retail division of Whirlpool India Ltd. It includes an acknowledgment, approval from his mentor, and declaration sections. The project analyzes Whirlpool's product range including refrigerators, washing machines, microwaves, water purifiers and air conditioners. It also covers the company profile, market analysis using various frameworks, and conclusions from the project. The objective was to understand customer purchasing behaviors and factors influencing purchases of Whirlpool products.
jmstants Whirlpool Company PresentationJacob Stants
Whirlpool Corporation is an appliance manufacturer that produces products like washers, dryers, and refrigerators. It generates billions in annual revenue and has increased revenue from innovative products in recent years. The company has been in business for over 100 years and attributes its continued success to factors like its business model, history of innovation, and ability to compete against other appliance brands.
The document provides details about Whirlpool Corporation's initiatives to develop innovation as a core competency. It summarizes that Whirlpool faced stagnation in the late 1990s due to a lack of innovative products. It hired a consultancy firm to help establish an innovation culture and trained employees as innovation coaches and mentors. The results of these organizational development efforts showed in consistent revenue growth since 2002 and innovative products accounting for $800 million in sales in 2005, up from $10 million in 2001.
This document provides an overview of quality management systems and how to build one. It discusses 10 steps to build a quality management system, including defining processes, quality policy, objectives, defects, documents/records, quality processes, training needs, using the system, measuring performance, and taking action to improve. It also lists and describes several common quality management tools, such as check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. Finally, it lists additional topics related to quality management systems.
Student Paper of Higher School of Economics, Russia
- Positioning statement
- Competitive Analysis in International Marketing: Tesla competitors in Russia, Brand Map.
- Understanding the consumer: market segmentation; Consumer Value Equation, Buyer Persona.
- PEST-analysis
- SWOT-analysis
- Porter five forces analysis
- Targeting
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
Nursing leadership and management course / Total Quality MnagementMouad Hourani
What is Quality?
Definition of Quality in healthcare?
Quality Evolution .
Quality control.
Quality Assurance.
Total Quality Management.
Old vs. TQM Approach.
The Deming, Juran and Crosby philosophies.
Quality Principles.
Why Quality?
Quality perspectives.
Key Dimensions of Quality.
Good Managers (Leaders)
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.
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.
This document discusses quality costs and analyzing the cost of quality (CoQ) through a CoQ program. It defines categories of quality costs like prevention, appraisal, internal failure and external failure costs. The goal of a CoQ system and analysis is to facilitate quality efforts that lead to reducing operating costs by directing attacks on high failure costs and investing in prevention. It provides details on how to start a CoQ program, including getting management awareness, implementing a CoQ plan, identifying quality cost elements, and reporting quality costs over time on function and company-wide levels. The document promotes applying the DMAIC model and Six Sigma infrastructure to CoQ analysis and improvement projects.
Quality control focuses on fulfilling quality requirements by finding defects through techniques like testing and inspection, while quality assurance takes a more proactive approach through planned activities to prevent defects by analyzing processes, identifying areas for improvement, and ensuring proper training and tools are used. Quality assurance oversees quality control and looks at trends, audits processes, and provides feedback to help continuously improve quality.
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 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.
The document discusses quality management processes from the PMBok. It defines quality management as determining quality policies, objectives, and responsibilities to ensure a project satisfies its intended needs. It outlines the key quality management processes of quality planning, quality assurance, and quality control. Quality planning involves identifying quality requirements and standards. Quality assurance audits the quality requirements and quality control measurements. Quality control monitors quality activities and recommends necessary changes. The document also defines important quality terms and concepts.
SOFTWARE PRODUCT DEVELOPMENT GOVERNANCE FRAMEWORKArul Nambi
The document describes Techserv's product development governance framework, which includes standardized processes, templates, guidelines and other artifacts designed to reduce the effort required to define processes by 80-95% and improve the success of software development projects. The framework is compliant with CMMI Level 3 and ISO 9001 standards and is customizable to suit different projects while maintaining consistent application of processes. It is intended to provide benefits like improved quality, schedules, costs and employee morale for stakeholders like customers, management and IT employees.
Excellence in execution workshop uploadJack Sloggett
The document discusses a workshop on excellence in execution, outlining an approach called FTEA (Focusing, Targeting, Evaluating, and Acting) to help organizations improve performance by engaging employees in measuring and improving their work based on key success factors and metrics. It provides examples of how to identify the important steps in a business process, choose key performance indicators, and establish targets and evaluation processes to drive continuous incremental improvement.
This document provides a summary of an individual's qualifications and experience. It outlines 19 years of experience in quality management, auditing, and project management in the oil and gas sector. The individual's current role is as a Senior Manager in Quality Management at Reliance Industries in India. Previous roles include working as a Project Quality Assurance Engineer for Japan Gas Corporation in Qatar and roles with MSTC in Saudi Arabia, including Quality Auditor and QA Manager for Saudi Aramco projects.
This document summarizes organizational maturity and growth services provided by Advantage, including quality project management, efficiency improvements, mentoring, and compliance assessments. Advantage offers relevant solutions to improve quality efforts, reduce costs, and implement strategies for defect prevention, automation, and process modeling. Their leadership has over 15 years of experience in quality science, project delivery, and IT improvements.
The document summarizes a presentation on conducting process maturity assessments the right way using the TIPA framework. It begins with an overview of the history and importance of process evaluations. It then discusses the ISO/IEC 15504 standard for process assessments and how TIPA maps IT processes to its maturity levels. The presentation uses a case study of a TIPA assessment at a government organization to drive IT transformation.
QUALIFICATION & VALIDATION.Validation is an essential part of GMP, and an element of QA.Critical steps in the process need to be validated.Need for confidence that the product will consistently meet predetermined specifications and attributes.
This document provides an overview of ISO/TS 16949:2002 and its key process requirements for automotive quality management systems. It describes the standard's focus on establishing process owners, defining processes, documenting procedures, monitoring performance through metrics, and maintaining records to ensure effective linkages across interrelated activities. Compliance with these critical elements is necessary for all customer-oriented, support, and management processes.
The document discusses quality management practices for projects based on the Project Management Body of Knowledge (PMBOK). It defines quality as conformance to requirements and outlines planning, assurance, and control activities. Quality planning involves establishing measurable objectives, risk profiling, and expectation setting. Assurance ensures processes are effective through documentation, auditing, and continual improvement. Control establishes standards, ensures conformance, and tracks errors through statistical process control and cost of quality metrics to balance quality and costs. Best practices include fostering a quality culture and learning from past projects.
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.
This document provides a summary of Rajesh J's professional experience and qualifications. He has over 7 years of experience in quality assurance and quality control roles, including working as a Senior Engineer - Quality Control & Quality Assurance at Larsen & Toubro Limited. He has extensive experience in managing quality assurance operations, conducting audits, developing quality plans, and leading teams. Rajesh also has several technical certifications in quality management systems and non-destructive testing.
- Kanakappa L Hallikeri has over 4 years of experience in quality assurance and control, specializing in reducing defects and costs.
- He currently works as Deputy Manager of Quality Assurance at TATA AutoComp Hendrickson Suspensions, where he oversees processes to ensure defect-free production and monitor supplier quality.
- Prior to that, he completed his Bachelor's in Mechanical Engineering from UVCE in Bangalore with honors and has undergone extensive training in quality management systems and tools.
Similar to Quality - Insurance Company Case Study (20)
Enhancing Asset Quality: Strategies for Financial Institutionsshruti1menon2
Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
New Visa Rules for Tourists and Students in Thailand | Amit Kakkar Easy VisaAmit Kakkar
Discover essential details about Thailand's recent visa policy changes, tailored for tourists and students. Amit Kakkar Easy Visa provides a comprehensive overview of new requirements, application processes, and tips to ensure a smooth transition for all travelers.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
In a tight labour market, job-seekers gain bargaining power and leverage it into greater job quality—at least, that’s the conventional wisdom.
Michael, LMIC Economist, presented findings that reveal a weakened relationship between labour market tightness and job quality indicators following the pandemic. Labour market tightness coincided with growth in real wages for only a portion of workers: those in low-wage jobs requiring little education. Several factors—including labour market composition, worker and employer behaviour, and labour market practices—have contributed to the absence of worker benefits. These will be investigated further in future work.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
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Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
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Quality - Insurance Company Case Study
1. ASQ SECTION 300
INSURANCE COMPANY CASE
Jorge Rosas – Quality Manager
Chubb Group of Insurance
New York, October 12, 2010
All material presented is Chubb & Son Proprietary information and may not be used or replicated
without prior written consent.
2. Broker Survey Conclusions
• Broker perception of a high quality service hinges on
the relationship with front line team (UW/UA/CSR).
• This perception of high quality service has a definite
impact on both the overall broker satisfaction and the
probability of placing additional business with Chubb.
3. Key Characteristics* of High
Quality Service
• Ease of access and communication with company
representatives (Accessibility)
• Conformance with Client/Broker specifications and
requests (Accuracy)
• Timeframe of contact after submission
(Responsiveness)
• Delivery of quotes within specified timeframes
(Timeliness)
*Based on VOC survey
5. The Kano* Model – Impact of Quality
Characteristics on Satisfaction
• Delight (key drivers):
– Accessibility High
Delightful characteristic
– Accuracy
– Responsiveness
Broker Satisfaction
– Timeliness
• Performance (basic Max pt.
drivers), i.e.:
Performance
– Technical expertise characteristic Must-be characteristic
– Competitive rates
• Must-be (non drivers),
i.e.:
– Financial solidity
– Reputation
Low Investment in Characteristic
*Dr. Noriaki Kano, Science University of Tokyo
6. Stock Performance of Companies with Quality
Programs (Kopp Index) vs. the S&P 500 Index
7. Therefore…
By investing in the enhancement of those quality
characteristics that drive delight (Accessibility, Accuracy,
Responsiveness and Timeliness), we will exponentially
improve the probability of brokers placing business with
Chubb, thus improving the potential appreciation of Chubb’s
stock.
8. What is the Quality Program
Measuring?
• It concentrates on the accuracy of the
transaction
• Measures customer sensitive characteristics
• Tracks regulatory compliance
9. How does this impact the
Brokers?
• The goal of the Quality Program is to deliver error free
policies to the Brokers
• Minimizes Broker E&O exposure
• Enhances Broker efficiency by reducing rework and
“bounce”
• Uncovers areas of improvement that both the Broker and
Chubb may influence
10. How can we use the Quality
Program as a Marketing tool?
• By providing Broker specific reports that show how
Chubb is performing in customer sensitive Quality
metrics
• By using the same Quality checklists used by Brokers to
control Carrier quality, so that they are comfortable that
we are measuring what is important to them
• By establishing differentiated Quality based SLA’s
12. The Past. . .
• Quality assessments were performed by
individual zone or branch
• Compliance and state-specific-oriented vs.
customer-oriented
• Diverse checklist, administered with great
variation
• No standardized tools or systems to capture
data
13. The Present…
• Standardization of checklists
– New Hire and Production Line QC
• Standardization of procedures
– New Hire Certification and Random Sampling
• Designated person to check consistently
• Standardized reports and metrics
14. Quality Improvement Benefits
• Customer Satisfaction: the overarching Quality
Management System and the Process Improvement
methods are predicated upon the Voice of the Customer
(VOC), which is a customer driven methodology.
• Decreased Costs: through focusing on continuous and
relentless improvement in end-to-end quality, more
efficient and effective processes will be implemented
resulting in decreased rework and improved capacity.
15. QUALITY AND PROCESS IMPROVEMENT
Methodology Customer
Satisfaction
DESIGN
US
MEASURE IN UO NT
CONTROL NT EME
Process CO OV
R
IMP
Improvement
Quality of
ANALYZE Performance:
QUALITY
IMPROVE
effectiveness
Quality of and efficiency
Conformance:
uniformity and
dependability
Quality of Design:
customer orientation
Brainstorming, Cause & Effect Descriptive stats, SPC, Process
analysis, Customer surveys, Calibration, CAPA, capability,
ServQual, QFD, Quality Reliability, Quality manuals Quality audits,
characteristics, Data mgt COPQ, ROI
QUALITY MANAGEMENT SYSTEM
16. • 100
% Pr
• Pro e-
ductio issuance
W or k n or P QC
ractic
• Sel
f- e
chec Review w
k ith NH
• Rev lists
ie QC
proce w of Cer
ss tificat
ion
New Hire
Practicum
Training QC
• 100
% Pre
• Pro -
ductio issuance
• Pro n wor QC
cess k
QC
Stage
1 Rev
iews
Stage 1
New Hire
• 50%
Pr
• Produ e-issuance Q
ct C
• Proce ion work
ss Stag
e 2 Re
views
QC
New Hire Certification
Stage 2
New Hire
Certification
• 30 T
r
CSR, ansactions
issuan20 per UA per year, p
- Post er
• Prod ce QC -
uction
• On-g work
oing
Quality Program Phases
Production QC
Production QC
17. The Checklists - CTQs
• Created by a cross-functional team of experts
• Designed specifically for New Hire and
Production QC
• Customized for each Line of Business subject to
QC
• Compliance and Customer focus
• Yes/No answers (binary distribution) = less
ambiguity
18. QC Staff Roles
• Quality Coordinator
– Lead and/or facilitate the quality control process within one or more
locations.
– Focus on Quality process coordination and generating reports.
– Serve as the liaison with the other functional areas of the Centers to
provide support to comply with quality initiatives.
• Quality Specialist
– Responsible for the ongoing Branch and Center QC processes.
– Analyze quality trends and provides feedback to Center/Branch
management.
– Maintain communication with Home Office Quality on system and
process issues.
• Quality Technician
– Provide quality support in the Centers.
– Perform basic quality tasks.
– Responsible for the NHQC transaction reviews.
– May switch between QC and CSR responsibilities.
19. New Hire QC Method
• A Continuous Sampling Plan was chosen as the best
way to obtain a statistically valid sampling procedure
(CSP-C i =10, f =0.5, c =0)
• A certification algorithm was created as a way to ensure
consistent quality of WPC’s products.
• All transactions subject to QC
• All reviews performed pre-issuance
20. Certification Algorithm
• Conforming Reviews:
– Those in which 85% or more of the checklist questions are
considered correct.
• Stage 1 QC:
– 100% control on all transactions.
– 10 consecutive reviews must be considered conforming before
moving to Stage 2.
• Stage 2 QC:
– 50% of the transactions will be reviewed.
– 5 consecutive reviews must be considered conforming before
certification can be issued.
21.
22. Production QC Method
• Conforming Reviews: 100% of checklist questions
considered correct
• Quota random sample, evenly distributed, minimum 30
reviews per year, c = 0 (Zero Acceptance Number)
• Book/Issue transactions only, on major LOB
• All reviews performed post-issuance
• Defect Free Rate (DFR) metric
• Goals established at individual, unit and Branch level,
based on DFR
• Trend analyses used for CAPA
23. Global Quality Information System (GQIS)
Quality Sampling
Characteristics Plans
Repository SM and Procedures
(questions)
QM
COGNOS Business
BPM Intelligence Reports
QC
Roles and
Workflows
QM = Quality Management, QC = Quality Control, SM = Statistical Methods, BPM = Business
Process Management
24. GQIS FEATURES
• BPM: automated workflow and process controls
• Automated data loads: ability to source data from multiple systems;
i.e. CUW IM, CSI Express, EZER (EUZ)
• Flexible sampling plans: large array of sample variables available
• Customized checklists: the checklists containing the quality
characteristics under scrutiny are designed based on user needs
• Role-based user profiles: GQIS uses different roles, which are
defined in the system’s BPM engine to provide a role-based view of
the process
• Variable workflows: system maps are configured based on user
defined and documented workflows and procedures
• Scalability: supports a large number of concurrent users in multiple
locations
26. Cost of Quality
Investments Losses
• Prevention: activities • Failures: the costs
specifically designed to relative to non
prevent poor quality in conforming products or
products and services. services
• Appraisal: activities – Internal Failure Costs: those
that are identified prior to
associated with delivery of the product or
measuring, evaluating or service, or that are not visible
to the customer after delivery.
auditing products and
– External Failure Costs: those
services to assure that are identified after
conformance with delivery of the product or
service to the customer.
standards.
27. Prevention – Appraisal – Failure Model
Failure
costs
Costs $
Total
Quality
Costs
Appraisal and
Prevention
costs
0 Quality % 100
28. Cost of Quality Results
CCI's cost analysis as a result of Finance for Improvement Program.
$25,000,000
Finance for Improvement Breakdown
Prevention Costs
$20,000,000 Appraisal Costs
Failure Costs
$4,057,175
$15,000,000
$3,443,651 $3,306,444
$10,000,000
$3,313,731 Quality
Program is
in a Medium
to Advanced
$5,000,000 $11,589,672 stage
$8,387,775
$-
2007 2010
29. Achievements
• Quality Culture: both centralized and field operations have adopted Quality metrics as
a key strategy element. Employees now accept and request their individual Quality
metrics.
• Certification: ensures all new hires reach a minimum processing knowledge threshold
prior to production duty.
• Production QC (PQC): ensures production line employees are performing up to
expected Quality standards through an ongoing feedback loop.
• Defect Free Rate (DFR) Goals: this metric, which indicates how often we are providing
the customer a flawless product and how well we are complying with applicable
regulations, has become an integral part of individual and Branch/Center level
performance goals.
• Global Quality Information System (GQIS): a dedicated Quality application has been
deployed throughout the U.S. It is the platform through which future Quality
products/services will be delivered for all domestic and international territories.