The document discusses applying lean principles to quality management reviews to make them more efficient and effective. It proposes a process-based model for quality management reviews and identifies opportunities to eliminate waste, such as streamlining documentation and approval processes. It also emphasizes the importance of presenting both positive and negative quality system performance data to facilitate continuous improvement and compliance with regulations. The goal is to conduct quality management reviews that are both lean, by reducing waste, and compliant, by fully evaluating the quality system's effectiveness.
Management Review is always conducted in the organization who has received ISO 9001 certification. But the problems are, Management Review is not adding value.
This presentation helps you to understand the problems may occurred in the Management Review and finally to get add values from this Review.
This document outlines the items to be reviewed at a minimum annual quality meeting. It includes reviewing activities from the previous meeting, results of internal audits, status of corrective and preventive actions, product and process non-conformities, customer communication, resource availability, quality goals and objectives, quality policy, supplier performance, marketing strategy, recommendations for improvement, and other organizational impact factors. The document also has sections to document the meeting details, signatories, and resulting action items including responsible parties and commitment dates.
This document provides an overview and template for quality management review. It includes sections on quality management approach, requirements and standards, and assurance. The quality management approach section defines how quality will be managed for both products and processes, including establishing metrics to measure quality. The requirements and standards section describes how quality standards will be identified and compliance demonstrated. Quality assurance focuses on iterative quality processes and audits to ensure standards compliance and continuous improvement.
The document discusses conducting a management review for a quality management system. It outlines that a management review is a formal meeting of senior management to review the status and effectiveness of the quality system. An agenda should be prepared in advance by the quality manager covering inputs like policy reviews, audit results, customer feedback, quality indicators, and more. Preparation is important to manage the information in the allotted time. Graphical summaries and data analysis help identify issues and monitor progress. The meeting should result in documented action plans to address items discussed and feed into strategic planning.
This document provides an introduction and overview of ISO 9001:2015 Quality Management Systems. It discusses the history and development of the ISO standard. The document then summarizes each chapter and clause of ISO 9001:2015, providing a high-level overview of the requirements and concepts covered, including the process approach, risk-based thinking, PDCA cycle, leadership responsibilities, planning, support, operations, performance evaluation and improvement. It gives concise explanations of key terms and the objectives and approach required by each clause.
Quality Management - Guidelines for realizing financial and economic benefitsGovind Ramu
Presentation summary
Quality Management System (QMS) is often misperceived as a paperwork exercise done to ensure the organization has an ISO 9001 certificate hanging on the wall. Perhaps, a contractual obligation. This misperception often results in quality management professionals becoming an easy target for headcount reduction. This shortsighted cost cutting blurs the long-term vision of achieving a sustainable and more resilient organization.
Quality professionals often don’t do a great job of making top management and other interested parties aware of everything quality management encompasses and why it’s important to understand a holistic approach to achieving quality. As a result, top management often sees quality as a transactional activity, not a strategic advantage.
This interactive session will focus on presenting ideas for realizing financial and economic benefits from the quality management system implementation. Effective QMS is "quietly saving" in every area of the organization. These implicit savings aren’t publicized to the organization because they aren’t obvious. I will discuss these savings and receive inputs from the participants. I will also discuss how quality management system is tied to organization's bottom line, innovation and growth.
This document provides an overview of ISO 19011 guidelines for auditing management systems. It defines an audit as a systematic, independent, and documented process for gathering objective evidence to determine if audit criteria are fulfilled. The key phases of an audit are planning, preparation, performance and review, reporting, and follow-up. Planning establishes objectives, scope, criteria and resources. Preparation includes document review and developing checklists and questionnaires. Performance involves on-site activities like opening/closing meetings, collecting evidence, and identifying findings. Reporting documents the audit process, findings, and agreed corrective actions. Follow-up verifies effectiveness and closure of non-conformities.
This document discusses the need for and benefits of implementing an ISO 9001:2015 Quality Management System (QMS) in the Philippine government. It begins by outlining the challenges facing the Philippine government and how a QMS can help address issues like erosion of public trust and inefficient service delivery. It then provides an overview of the key requirements for establishing a QMS based on ISO 9001:2015, including developing documented processes and procedures, conducting internal audits, and achieving third-party certification. The document emphasizes that a QMS can help streamline government services, improve employee performance and pride, and increase citizen satisfaction.
Management Review is always conducted in the organization who has received ISO 9001 certification. But the problems are, Management Review is not adding value.
This presentation helps you to understand the problems may occurred in the Management Review and finally to get add values from this Review.
This document outlines the items to be reviewed at a minimum annual quality meeting. It includes reviewing activities from the previous meeting, results of internal audits, status of corrective and preventive actions, product and process non-conformities, customer communication, resource availability, quality goals and objectives, quality policy, supplier performance, marketing strategy, recommendations for improvement, and other organizational impact factors. The document also has sections to document the meeting details, signatories, and resulting action items including responsible parties and commitment dates.
This document provides an overview and template for quality management review. It includes sections on quality management approach, requirements and standards, and assurance. The quality management approach section defines how quality will be managed for both products and processes, including establishing metrics to measure quality. The requirements and standards section describes how quality standards will be identified and compliance demonstrated. Quality assurance focuses on iterative quality processes and audits to ensure standards compliance and continuous improvement.
The document discusses conducting a management review for a quality management system. It outlines that a management review is a formal meeting of senior management to review the status and effectiveness of the quality system. An agenda should be prepared in advance by the quality manager covering inputs like policy reviews, audit results, customer feedback, quality indicators, and more. Preparation is important to manage the information in the allotted time. Graphical summaries and data analysis help identify issues and monitor progress. The meeting should result in documented action plans to address items discussed and feed into strategic planning.
This document provides an introduction and overview of ISO 9001:2015 Quality Management Systems. It discusses the history and development of the ISO standard. The document then summarizes each chapter and clause of ISO 9001:2015, providing a high-level overview of the requirements and concepts covered, including the process approach, risk-based thinking, PDCA cycle, leadership responsibilities, planning, support, operations, performance evaluation and improvement. It gives concise explanations of key terms and the objectives and approach required by each clause.
Quality Management - Guidelines for realizing financial and economic benefitsGovind Ramu
Presentation summary
Quality Management System (QMS) is often misperceived as a paperwork exercise done to ensure the organization has an ISO 9001 certificate hanging on the wall. Perhaps, a contractual obligation. This misperception often results in quality management professionals becoming an easy target for headcount reduction. This shortsighted cost cutting blurs the long-term vision of achieving a sustainable and more resilient organization.
Quality professionals often don’t do a great job of making top management and other interested parties aware of everything quality management encompasses and why it’s important to understand a holistic approach to achieving quality. As a result, top management often sees quality as a transactional activity, not a strategic advantage.
This interactive session will focus on presenting ideas for realizing financial and economic benefits from the quality management system implementation. Effective QMS is "quietly saving" in every area of the organization. These implicit savings aren’t publicized to the organization because they aren’t obvious. I will discuss these savings and receive inputs from the participants. I will also discuss how quality management system is tied to organization's bottom line, innovation and growth.
This document provides an overview of ISO 19011 guidelines for auditing management systems. It defines an audit as a systematic, independent, and documented process for gathering objective evidence to determine if audit criteria are fulfilled. The key phases of an audit are planning, preparation, performance and review, reporting, and follow-up. Planning establishes objectives, scope, criteria and resources. Preparation includes document review and developing checklists and questionnaires. Performance involves on-site activities like opening/closing meetings, collecting evidence, and identifying findings. Reporting documents the audit process, findings, and agreed corrective actions. Follow-up verifies effectiveness and closure of non-conformities.
This document discusses the need for and benefits of implementing an ISO 9001:2015 Quality Management System (QMS) in the Philippine government. It begins by outlining the challenges facing the Philippine government and how a QMS can help address issues like erosion of public trust and inefficient service delivery. It then provides an overview of the key requirements for establishing a QMS based on ISO 9001:2015, including developing documented processes and procedures, conducting internal audits, and achieving third-party certification. The document emphasizes that a QMS can help streamline government services, improve employee performance and pride, and increase citizen satisfaction.
ISO 9001 - It sets out the criteria for a quality management system and is th...Tushar Sadhye
ISO 9001 - It sets out the criteria for a quality management system and is the only standard in the family that can be certified to (although this is not a requirement).
ISO over one million companies and organizations in over 170 countries implement 9001:2008.
Quality Management Systems: ISO9001 Basics for BusinessLogiQA
A quality management system comprises five key procedures: quality document control, internal audit, non-conformance and corrective action, monitoring and measurement of processes, and review by management. It also requires an appropriate working environment, planning and review of products, and documentation of essential business processes. The goal is to improve staff autonomy, succession planning, product consistency, client experience, reduce errors, and ease training.
The document provides an overview of the revisions in the ISO 9001:2008 quality management system standard. It introduces the key changes from the previous version, including a stronger focus on customers, leadership and continual improvement. It highlights revised requirements around documentation, resource management, product realization, measurement and improvement. Transitioning organizations must understand the intent of the changes and ensure their quality system meets the new requirements.
Management review is the routine evaluation of whether management systems are performing as intended and producing the desired results as efficiently as possible. It is the ongoing “due diligence” review by management that fills the gap between day-to-day work activities and periodic formal audits.
1) Quality is an essential consideration for all aspects of the outsourcing process, from planning to execution to ensure low defect rates, on-time delivery, and customer satisfaction.
2) When outsourcing, quality must be applied from the initial planning stages of new product development or comprehensive planning for existing products/services.
3) Key areas of quality in outsourcing include project management, team management, communications management, knowledge management, and supply chain management. Close attention to details and controls in these areas is important for outsourcing success.
This document discusses project quality management. It begins by defining what a project and its key characteristics are, such as being temporary with a defined start and end, unique, and involving people who don't usually work together. It then discusses different dimensions of quality, including product, service, people, process, and environmental quality. The document outlines the five process groups in project management and explains how quality management fits within these groups through planning, executing, monitoring and controlling, and closing quality. Finally, it provides overviews of key quality management processes, including plan quality management, manage quality, and control quality.
This document provides an agenda and overview for a two-day process auditing training workshop. Day 1 covers introductions, process definitions, customer satisfaction, continual improvement, and process auditing methodology. Day 2 covers audit performance, nonconformances, auditing top management, and concludes with a wrap-up session. The workshop aims to provide auditors with skills to conduct process audits and add value to their organization.
The document discusses Process and Product Quality Assurance (PPQA), which is a support process area at maturity level 2 and above. It defines key terms, describes the purpose and goals of PPQA which are to objectively evaluate processes, work products and services against standards and address any noncompliance issues. It outlines the specific goals and practices of PPQA which include objectively evaluating processes and products, communicating quality issues, ensuring resolution of issues, and maintaining records.
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
The document discusses quality management in projects. It defines quality as the degree to which a product or service meets customer requirements. High quality does not necessarily mean high scope and vice versa. Quality management involves quality planning, assurance, and control. Quality planning defines metrics and processes. Quality control monitors performance against the quality baseline and initiates corrective actions when needed. Common quality tools include control charts, flow charts, and Pareto analysis to identify the most impactful issues. The goal is continuous improvement to maximize customer satisfaction.
This document discusses key elements and best practices for effective quality assurance programs in construction contracting. It recommends understanding who controls quality, fulfilling all project requirements, and using process controls as an opportunity for best practices. Specific best practices include having management support, the right people, effective internal inspection procedures, traceability of materials, leveraging technology for data analysis and reporting, reporting key performance indicators, and clear communication. The goal is to implement a systems approach to quality assurance that continuously improves performance.
The document discusses Project Quality Management and ISO 9000 standards. It defines key terms like ISO, ISO 9000, and quality. It explains the requirements to implement a quality management system based on ISO 9000, including defining standard clauses around management responsibility, quality systems, purchasing, inspection, audits and more. The presentation uses a hospital example to illustrate how ISO 9000 principles can be applied to ensure quality services for patients.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
http://qualitymanagementsystem.com/total-quality-management/how-to-create-a-quality-management-plan/
In today’s competitive global marketplace, a company’s quality management plan can help identify gaps in customer expectations, determine where corrective action is necessary and provide a system for continuous improvement. While some departments, such as operations or production may have strict controls and inspections, others may operate “on the fly” without any documented procedures or work instructions. An integrated total management system brings all departments under the same total quality management (TQM) umbrella.
Here is a draft checklist I would use for the Final Inspection and Testing department with references to the applicable ISO 9001:2015 clauses:
Final Inspection and Testing Department Audit Checklist
Clause 7.1.5 - Monitoring and measuring resources: Are the inspection and testing equipment calibrated and maintained?
Clause 7.1.6 - Organizational knowledge: Do inspectors and testers have appropriate knowledge and skills?
Clause 8.2.4 - Monitoring and measurement of product: Is there a documented procedure for inspection and testing with acceptance criteria?
Clause 8.3 - Control of nonconforming product: Is nonconforming product identified, documented, and dispositioned properly?
Clause 9.
This document provides information about project quality management for a group project. It lists the group members and their student IDs. It then introduces project quality management and defines it as ensuring a project satisfies its objectives. It describes the main components of project quality management as quality planning, quality assurance, and quality control. For each component, it provides details on the definition, flowchart including inputs, tools and techniques, and outputs. It provides this information to explain how these three key processes work together to manage quality in a project.
This document discusses quality audits and their purpose. It defines a quality audit as an independent examination to verify conformity with quality standards. Quality audits can be internal or external, and audit products, processes, or entire quality systems. The objectives of quality audits are to ensure standards are met, quality is maintained, and areas for improvement can be identified. A quality audit process typically involves planning the audit, conducting interviews and documentation reviews, reporting findings, and identifying corrective actions.
The document summarizes the results of the first internal quality audit conducted from September 15-22, 2014 by Pearl Confectionery. Several departments had minor non-conformances related to documentation issues such as missing or outdated procedures, incomplete records, or lack of document control. No major non-conformances were found. The audit also identified observations for potential quality improvements such as improved cleaning, labeling, or maintenance practices. In total, there were 76 minor non-conformances and 52 observations across all audited departments.
Revival jewels for the 21st century oscars and golden globesBorro
Jewels from the past took center stage during this year’s awards season as they were recreated in “new”jewelry designs.
The following slides show the jewels worn by stars at the 2016 Academy Awards and Golden Globes that were influenced by jewelry styles of the past.
ISO 9001 - It sets out the criteria for a quality management system and is th...Tushar Sadhye
ISO 9001 - It sets out the criteria for a quality management system and is the only standard in the family that can be certified to (although this is not a requirement).
ISO over one million companies and organizations in over 170 countries implement 9001:2008.
Quality Management Systems: ISO9001 Basics for BusinessLogiQA
A quality management system comprises five key procedures: quality document control, internal audit, non-conformance and corrective action, monitoring and measurement of processes, and review by management. It also requires an appropriate working environment, planning and review of products, and documentation of essential business processes. The goal is to improve staff autonomy, succession planning, product consistency, client experience, reduce errors, and ease training.
The document provides an overview of the revisions in the ISO 9001:2008 quality management system standard. It introduces the key changes from the previous version, including a stronger focus on customers, leadership and continual improvement. It highlights revised requirements around documentation, resource management, product realization, measurement and improvement. Transitioning organizations must understand the intent of the changes and ensure their quality system meets the new requirements.
Management review is the routine evaluation of whether management systems are performing as intended and producing the desired results as efficiently as possible. It is the ongoing “due diligence” review by management that fills the gap between day-to-day work activities and periodic formal audits.
1) Quality is an essential consideration for all aspects of the outsourcing process, from planning to execution to ensure low defect rates, on-time delivery, and customer satisfaction.
2) When outsourcing, quality must be applied from the initial planning stages of new product development or comprehensive planning for existing products/services.
3) Key areas of quality in outsourcing include project management, team management, communications management, knowledge management, and supply chain management. Close attention to details and controls in these areas is important for outsourcing success.
This document discusses project quality management. It begins by defining what a project and its key characteristics are, such as being temporary with a defined start and end, unique, and involving people who don't usually work together. It then discusses different dimensions of quality, including product, service, people, process, and environmental quality. The document outlines the five process groups in project management and explains how quality management fits within these groups through planning, executing, monitoring and controlling, and closing quality. Finally, it provides overviews of key quality management processes, including plan quality management, manage quality, and control quality.
This document provides an agenda and overview for a two-day process auditing training workshop. Day 1 covers introductions, process definitions, customer satisfaction, continual improvement, and process auditing methodology. Day 2 covers audit performance, nonconformances, auditing top management, and concludes with a wrap-up session. The workshop aims to provide auditors with skills to conduct process audits and add value to their organization.
The document discusses Process and Product Quality Assurance (PPQA), which is a support process area at maturity level 2 and above. It defines key terms, describes the purpose and goals of PPQA which are to objectively evaluate processes, work products and services against standards and address any noncompliance issues. It outlines the specific goals and practices of PPQA which include objectively evaluating processes and products, communicating quality issues, ensuring resolution of issues, and maintaining records.
Project Quality Management is step by step . This presentation gives us a brief explanation about quality management of each project you may think you are going to undertake.
The document discusses quality management in projects. It defines quality as the degree to which a product or service meets customer requirements. High quality does not necessarily mean high scope and vice versa. Quality management involves quality planning, assurance, and control. Quality planning defines metrics and processes. Quality control monitors performance against the quality baseline and initiates corrective actions when needed. Common quality tools include control charts, flow charts, and Pareto analysis to identify the most impactful issues. The goal is continuous improvement to maximize customer satisfaction.
This document discusses key elements and best practices for effective quality assurance programs in construction contracting. It recommends understanding who controls quality, fulfilling all project requirements, and using process controls as an opportunity for best practices. Specific best practices include having management support, the right people, effective internal inspection procedures, traceability of materials, leveraging technology for data analysis and reporting, reporting key performance indicators, and clear communication. The goal is to implement a systems approach to quality assurance that continuously improves performance.
The document discusses Project Quality Management and ISO 9000 standards. It defines key terms like ISO, ISO 9000, and quality. It explains the requirements to implement a quality management system based on ISO 9000, including defining standard clauses around management responsibility, quality systems, purchasing, inspection, audits and more. The presentation uses a hospital example to illustrate how ISO 9000 principles can be applied to ensure quality services for patients.
The document discusses Project Quality Management (PQM) and its importance in project management. It describes PQM as ensuring a project satisfies its intended needs through quality planning, assurance, and control. These include identifying quality standards, evaluating project performance, and monitoring results. The document also outlines tools for PQM like benefit-cost analysis, checklists, and audits. Its target audience is project officers and it recommends teaching PQM through lectures, discussions, and interactive exercises.
http://qualitymanagementsystem.com/total-quality-management/how-to-create-a-quality-management-plan/
In today’s competitive global marketplace, a company’s quality management plan can help identify gaps in customer expectations, determine where corrective action is necessary and provide a system for continuous improvement. While some departments, such as operations or production may have strict controls and inspections, others may operate “on the fly” without any documented procedures or work instructions. An integrated total management system brings all departments under the same total quality management (TQM) umbrella.
Here is a draft checklist I would use for the Final Inspection and Testing department with references to the applicable ISO 9001:2015 clauses:
Final Inspection and Testing Department Audit Checklist
Clause 7.1.5 - Monitoring and measuring resources: Are the inspection and testing equipment calibrated and maintained?
Clause 7.1.6 - Organizational knowledge: Do inspectors and testers have appropriate knowledge and skills?
Clause 8.2.4 - Monitoring and measurement of product: Is there a documented procedure for inspection and testing with acceptance criteria?
Clause 8.3 - Control of nonconforming product: Is nonconforming product identified, documented, and dispositioned properly?
Clause 9.
This document provides information about project quality management for a group project. It lists the group members and their student IDs. It then introduces project quality management and defines it as ensuring a project satisfies its objectives. It describes the main components of project quality management as quality planning, quality assurance, and quality control. For each component, it provides details on the definition, flowchart including inputs, tools and techniques, and outputs. It provides this information to explain how these three key processes work together to manage quality in a project.
This document discusses quality audits and their purpose. It defines a quality audit as an independent examination to verify conformity with quality standards. Quality audits can be internal or external, and audit products, processes, or entire quality systems. The objectives of quality audits are to ensure standards are met, quality is maintained, and areas for improvement can be identified. A quality audit process typically involves planning the audit, conducting interviews and documentation reviews, reporting findings, and identifying corrective actions.
The document summarizes the results of the first internal quality audit conducted from September 15-22, 2014 by Pearl Confectionery. Several departments had minor non-conformances related to documentation issues such as missing or outdated procedures, incomplete records, or lack of document control. No major non-conformances were found. The audit also identified observations for potential quality improvements such as improved cleaning, labeling, or maintenance practices. In total, there were 76 minor non-conformances and 52 observations across all audited departments.
Revival jewels for the 21st century oscars and golden globesBorro
Jewels from the past took center stage during this year’s awards season as they were recreated in “new”jewelry designs.
The following slides show the jewels worn by stars at the 2016 Academy Awards and Golden Globes that were influenced by jewelry styles of the past.
Welcome to Innovation Territory - ProductCamp Vancouver 2013Cynthia DuVal
Cynthia DuVal along with colleagues Stewart Rogers and Elizabeth Yeung describe a design ethnography and innovation discovery project we did for a software company that resulted in a 5-year innovation roadmap.
ACA has created new reporting requirements under IRC Sections 6055 and 6056. As per the new reporting rules, certain employers are required to provide IRS with the information about their health plan coverage offerings to their employees.
The reporting is mandated to provide government with critical information for administering ACA mandates such as individual penalty as well as large employer shared responsibility penalties.
NetSuite SuiteCommerce Advanced Functionality Overview - Business Solution Pa...Hussain Zaidi
Shows how NetSuite SuiteCommerce Advanced facilitates modern digital commerce by linking ecommerce directly to business environment, all on a single cloud-based platform. Provides descriptions of new features in SuiteCommerce Advanced including responsive design, dynamic merchandising, interactive shopping, pricing & promotions, search filters and flexible SEO framework.
Web content can influence the buying process in several ways. It needs to grab a shopper's attention within 3 seconds, understand buyers' learning styles, develop a site personality through stories and examples, get feedback through blogs and communities, have a clear call to action, and continue dialogue after purchases through emails and performance tracking to close sales and build loyalty. Effective web content follows these best practices at each stage to guide customers through the entire purchase cycle.
Candace Gamble presented on motivating future educators with quotes about teaching and learning. The quotes emphasize that teachers have lifelong influence on students, the importance of inspiring students to learn rather than just filling them with information, and that involving students actively in their education leads to the deepest learning. The presentation encourages viewing teaching as igniting students' curiosity and planting seeds of knowledge.
The Power and Promise of Unstructured Patient DataHealthline
Unstructured search capabilities, superior natural language processing, and healthcare ontology capabilities will help distinguish the leading products information and data-driven decision making.
The document outlines objectives for raising awareness of Awesome Kingston including gaining more pledge members and contestants. It proposes using a People's Choice Award to engage the local community and promote Awesome Kingston. Voting would be done via mobile phones to take advantage of the high percentage of smartphones, allowing for a convenient, fast, and interactive voting process using QR codes and phone voting. The People's Choice Award is intended to create engagement with the audience and local community, generate interest from new buyers, and advertise new ideas to local investors.
O documento descreve as tecnologias e investimentos em TI da Universidade UniAraxa. A universidade usa seu site, central de atendimento, portal universitário e Twitter para se relacionar com a comunidade. A TI é reconhecida como estratégica e recebe investimentos adequados para apoiar a missão da universidade de promover educação cidadã.
This document discusses how startups can leverage big and small data to improve their business. It recommends that startups collect usage, purchase, and interaction data to gain insights. The same data can provide different views to optimize aspects like aesthetics, fraud detection, marketing, and pricing. Startups should experiment by conducting A/B tests and act on what the data shows rather than vanity metrics. More sophisticated statistical and machine learning algorithms can help understand metrics when experimenting is not possible, but correlation does not imply causation. Automating business reactions to real-time data is ideal, or reacting to appropriate data manually using visual summaries.
This document describes a mobile application design for an airline notification system. The application would provide passengers with flight and travel information organized into categories like passenger name, flight details, location information, time details, and luggage status. It includes wireframes of sample screens displaying welcome messages, flight status updates, and interactive elements like entering ticket/birthdate details and viewing maps. The overall goal is to keep passengers informed with their travel itinerary and status through a simple, organized mobile interface.
Crie uma nova página digitando o nome no campo "Create page" e clique em salvar. Para acessar a página nova facilmente, adicione um link para ela na barra lateral editando outra página existente. Todas as páginas criadas aparecem na aba "Pages" para serem linkadas na barra lateral de outra página.
The Patient Financial Experience: A Link to Patient Satisfaction, Payment, an...Simplee
1) The document is a presentation by John Adractas, Chief Marketing and Growth Officer at Simplee, about transforming the patient financial experience.
2) It discusses how the current patient billing and payment process can be complex and frustrating for patients. Simplee aims to create a unified, self-service optimized experience across hospital and physician services.
3) The presentation shares case studies of healthcare organizations that partnered with Simplee. They saw increases in self-pay collections, patient satisfaction, and the use of digital self-service payment options. Staff time was also freed up to focus on higher value activities.
Want to understand your brand positioning, patron worth, predict customer value, identify patron behavior change, improve customer forecast? We at IQR Consulting Inc. are here to help you out with all this and much more through our data analytics services specifically for casinos worldwide.
SutiCRM is an online customer relationship management (CRM) solution that automates the entire CRM process, allowing users to manage campaigns, leads, opportunities, forecasts, quotes, sales orders, invoices, contracts, and support cases. It provides a full-featured CRM for managing the entire sales and customer support lifecycle through a web-based system.
Lean Six Sigma Green Belt Services Certification BrochurePartner
Lean Six Sigma Green Belt Training and Certification Program Brochure by eXample Consulting Group (SMS "leansigma" to 56070 for program schedules or visit http://www.examplecg.com (or) E-mail to sixsigma at examplecg.com)
A model for optimizing process efficiency in multi stream data keying environ...Daniel Hillman
This document discusses optimizing process efficiency in a multi-stream data keying environment through co-mingling workstreams. It identifies challenges with decentralized data keying processes, obstacles to change, and how co-mingling processes can improve seat utilization rates and reduce costs. The document presents a case study of J.P. Morgan Treasury Services co-mingling their data keying processes and provides a framework for analyzing current processes, evaluating alternatives, and documenting expected results of optimization efforts.
Dynamic Engineer Seeks New Opportunity 2012rahul4977
Rahul Laxman Iyer is a US citizen with a Master's degree in Mechanical Engineering. He is a Six Sigma Black Belt and Lean Manufacturing specialist with experience leading quality improvement and cost reduction projects. Through process optimization and problem solving, he has improved productivity, profitability, and generated new business for various manufacturing companies. He is seeking a long-term opportunity in process improvement and development.
The document discusses ITIL (IT Infrastructure Library), which is a framework that provides best practices for IT service management. It describes ITIL as documenting common sense practices for how other organizations manage their IT services. The framework consists of 5 books that describe processes, functions, roles and other best practices for service lifecycles, service design, service operations, and continual service improvement.
Holistic Business Life Cycle addresses the need for businesses to continuously change and improve through innovation. It presents a 7-layer Standard Business Framework (SBF) to manage this process. The SBF layers include requirements, implementation, optimization, and monitoring & control. It emphasizes that change, risk, impact, and learning are ongoing and integral to business maturity and growth over time. Key aspects of the framework include stakeholder engagement, requirements analysis, cost/benefit analysis, implementation validation, and continuous improvement through data analysis and decision-making.
This document discusses various process improvement frameworks including CMMI, Six Sigma, DFSS, and their relationships. It provides details on:
1) The stages and goals of Six Sigma (DMAIC), DFSS (DMADV), and other process improvement methods.
2) The maturity levels and process areas addressed by CMMI for improving project management, engineering, and process management.
3) The tools commonly used with each framework, with DFSS placing additional emphasis on customer needs analysis and designing reliability into new products and services from the start.
The document provides an overview of business processes and business process modeling. It discusses that every business has business processes in key areas like sales, finance, compliance, marketing, and others. It then defines different types or levels of business processes from operational to management processes. The document also introduces common terminology used in business process modeling like process mapping, analysis, design, modeling, and simulation. It provides examples of using basic BPMN notation to map out process frameworks and detailed workflows. Finally, it discusses goals for business process work like documentation, improvement, and automation and techniques used like SIPOC, value stream mapping, and enhancing BPMN models.
The document outlines a 2-day Lean Management training program. The program objectives are to impart an understanding of the Lean framework and how it can be applied to business and manufacturing operations. It will equip participants with skills to identify and implement Lean projects to achieve business efficiency. The course covers Lean principles, value stream mapping, waste elimination techniques like 5S, work standardization, and productivity metrics. It concludes with a Lean roadmap and assessment to help participants apply the concepts. The target audience are professionals with 2+ years of work experience seeking Lean Management qualifications.
The document discusses strategic planning and process improvement. It emphasizes that achieving strategic objectives requires changing processes and cross-functional process improvement. It outlines identifying key processes to improve, assigning ownership, and agreeing to projects. It discusses a methodology for process improvement involving planning, analysis, implementation, and monitoring. The document promotes establishing a process improvement infrastructure with leadership, strategic plans, initiatives, and performance teams to systematically improve processes and results.
Ryan Kappala has over 7 years of experience as a Business Analyst. The summary provides an overview of Ryan's experience in business analysis, software development lifecycles, process modeling, requirements gathering, documentation creation, and testing across various domains including healthcare, banking, insurance and pharmaceuticals. Ryan has extensive technical skills including languages like Java, databases like SQL Server and tools like Rational suites.
This document discusses monitoring and evaluating the scale-up of the Standard Days Method (SDM) family planning program in multiple countries. It provides background on a 5-year study of SDM scale-up using the ExpandNet/WHO model. The document outlines the importance of monitoring and evaluation to guide the scale-up process and assess outcomes. It presents the SDM scale-up logic model and operational framework. Metrics for monitoring benchmarks and indicators are proposed, along with data sources and tools for collection. Initial monitoring results are reported for some countries. Challenges of scaling up SDM integration across health systems and service coverage are also examined.
RCM Technologies helped a medical device client implement an electronic medical device reporting (eMDR) system within their existing TrackWise quality management system (QMS). This involved upgrading complaint forms to comply with eMDR standards, configuring TrackWise to allow for electronic submission to the FDA, and validating the new system. The project was completed on time and on budget, reducing costs associated with medical device reporting and ensuring all reports were submitted in compliance with regulations.
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
Lean Six Sigma Project Management Oct11th2010[ (1)Arunima Thakur
Lean Six Sigma project management aims to streamline projects with higher predictability and lower variations than traditional project management. It focuses on eliminating waste and non-value-added steps through a DMAIC process of defining opportunities, measuring key metrics, analyzing processes, improving processes by eliminating sources of variation, and controlling performance. Lean Six Sigma projects emphasize continuous improvement through small experiments, empowered cross-functional teams, and a pull-based approach driven by customer demand.
This document discusses process performance models and provides a case study. It summarizes:
1) A process performance case study based on 450 project feasibility checks that discusses organizational background, ROI, quality audits, and call/incident center performance.
2) The main steps identified for high maturity process improvement, including building an action plan and services roadmap using CMMI-SVC to manage transformation.
3) A case study on a managed process for innovation that strategizes, captures, formulates, evaluates, defines, selects, and delivers ideas through a multi-step review and approval process.
1) The document outlines action items, decisions, and open issues that should be recorded from meetings. Action items include tasks assigned to attendees with responsible persons and due dates. Decisions that could impact the group's future choices should be recorded. Open issues raised but not resolved should be noted to carry over to future meetings.
2) The team charter worksheet provides templates for documenting a project's problem statement, business case, processes affected, requirements, consequences of no change, scope, goals, timeline, and metrics.
3) The document discusses valuing key measures in a process by calculating payback periods based on total investment, cost of capital, and monthly benefits to determine if projects will pay for themselves within a set time
The document describes Micro Memory Bank's quality management system which is compliant with ISO 9001. It establishes responsibilities and processes for quality planning, documentation, management reviews, customer focus, and continual improvement. The quality policy demonstrates management's commitment to meeting customer and regulatory requirements.
1. Lean & Compliant
Quality Management Reviews
Rich Laguna,
Quality Assurance Consultant A process approach to lean & compliant
lagunar@sbcglobal.net Quality Management Reviews
2. Topics of discussion
• Lean, compliant, process approach – understanding of terms
• A Quality Management Review process model
• Identify lean opportunities
• Evolution of a Quality Management System
• Compliance – FDA 483s/warning letters
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 2
3. Initial Thoughts…
Compliant Quality Management Reviews
~ Quality System Regulation - 21CFR 820.20(c) Management Review
~ ISO 13485:2003 - 5.6 Management review
~ Determine suitability, adequacy & effectiveness of the QMS
Lean Quality Management Reviews
~ How can lean principles be applied?
~ Understanding of lean processes.
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 3
4. Quality Management Review
Process Approach Defined
Lean Quality Management Reviews
~ How can lean principles be applied?
~ Understanding of lean processes.
Definition:
“Any activity that receives inputs and converts them to outputs can be
considered as a process.”
“The application of a system of processes within an organization,
together with the identification and interactions of these processes,
and their management, can be referred to as the “process approach.”
Quoted: ISO 13485:2003 (0.2) Process approach
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 4
5. Quality Management Review
Process Control System Model
Voice of the process • Attendance record
• Agenda
• Presentation
• Meeting Minutes
People
Blending of resources / Customers
QMS QMR Meeting
QMR Development (internal/external)
Stds & Regs
Identify changing
Needs & expectations
Inputs Process / System Outputs
Voice of the customer
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 5
6. Identify LEAN Opportunities
Voice of the process • Attendance record
• Agenda
IES
• Presentation
• Meeting Minutes
Blending of resourcesNIT
People
TU QMR Meeting
/ Customers
OR
QMS
QMR Development (internal/external)
PP
Stds & Regs
NO
LEA
Identify changing
Needs & expectations
Inputs Process / System Outputs
Voice of the customer
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 6
7. Lean Quality Management System Concept
Eliminate / Reduce Non-Value Added Activities (NVA)
FOCUS: Efficiency & Compliance
Identify waste
• Excessive layers of procedures and forms (policy Vs process)
– Consolidate were appropriate.
• Top down approach to signature approvals
– Realign approval signatures to individuals with direct responsibility.
• Conflicting requirements within the QMS
– Align requirements and only state a requirement once.
• Stagnant MS Word forms – poor data collection methods
– Appropriate database solutions (Enterprise Quality Management
System or Hybrid System). Capture data once, query the data,
generate predefined metrics, report into Management Reviews.
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 7
8. Evolution of the Quality Management System
finding a balance
• Information (metrics) presented and frequency of Management Reviews are
influenced by the Company Life Cycle and the evolution of the QMS.
Annually Bi-Annually Quarterly
Voice of Customer &
QMS Evolution
Process of QMS
(Risk)
EQMS
Hybrid
ed p th ed n re it
Se -u sh sio tu Ex
rt ow i an a
St
a Gr bl M
ta xp
Es E
Company Life Cycle
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 8
9. Compliant
Quality Management Reviews
Compliant Quality Management Reviews
~ Quality System Regulation - 21CFR 820.20(c) Management Review
~ ISO 13485:2003 - 5.6 Management review
~ Determine suitability, adequacy & effectiveness of the QMS
FDA 483s / Warning Letters:
1. Failure of management with executive responsibility to effectively establish
and maintain quality system requirements, as required by 21 CFR
820.20(b)(3)(i). For example:
“Management review failed to identify inadequate or missing aspects of the quality system
requirements, such as inadequate SOPS, inadequate training of employees, inadequate record
keeping, inadequate quality audits, lack of design controls and failure to adequately validate
processes and equipment.”
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 9
10. Compliant
Quality Management Reviews
Compliant Quality Management Reviews
~ Quality System Regulation - 21CFR 820.20(c) Management Review
~ ISO 13485:2003 - 5.6 Management review
~ Determine suitability, adequacy & effectiveness of the QMS
FDA 483s / Warning Letters cont.
2. Failure of management with executive responsibility to review the suitability and
effectiveness of the quality system at defined intervals and with sufficient frequency
according to established procedures, as required by 21 CFR 820.20(c).
FDA Inspections
In recent FDA inspections, the agency has asked to see the Management Review
presentation deck. Does your company have a plan to handle this request?
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 10
12. Compliant
Legend
Quality Management Reviews On track
Careful watch
Action required
System System
Quality System Corrective/Preventive Action
Documentation Effectiveness
1. Quality management system
General requirements Yellow – State monitoring plan plan
Yellow – State monitoring
Documentation requirements G Y
Red – CAPA plan
Red – CAPA Plan
2. Management Responsibility
Management commitment
Customer focus
G R
Planning
Responsibility, authority, com
Management review
3. Resource Management
Provision of resources
Human resources
G Y
Infrastructure
Work environment
4. Product Realization… G G
5. Measurement, analysis, and
improvement… G G
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 12
13. Compliant
Quality Management Reviews
Compliance Statements
Fully Implemented QMS
• The [company name] Quality Management System continues to be suitable
and effective with the identified Quality Plan, goals, and resource needs.
Start-Up QMS (pre-commercialization)
• The [company name] Quality Management System (QMS) continues to
evolve into a fully implemented system. The Management Review has
identified sub-processes status, implementation, and monitoring plans.
Therefore, the QMS is found to be suitable and effective with the Quality
Plan, goals, and resource needs.
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 13
14. Summary
Lean & Compliant Quality Management Reviews
LEAN:
• Consider the entire Quality Management Review process for lean opportunities.
– Reduce the time it takes to produce the Management Review meetings. Implement
efficient data collection and reporting methods.
– Align the frequency with the Company Life Cycle.
– Be aware of “analysis paralysis”. Present information only necessary to make decisions.
COMPLIANT:
• Present the “tough” information to make CAPA decisions.
• Information presented is sufficient to determine the suitability, adequacy, and
effectiveness of the entire QMS.
• Align to the QSR & ISO 13485:2003 (5.6) Review Input, Review Output.
– Say what you do (procedures), Do what you say (execution)
• Close loop process.
– i.e., Management Review documentation should be reviewed to determine if the
process failed to identify field action decisions.
Rich Laguna, Quality Assurance Consultant
(lagunar@sbcglobal.net) 14