This document summarizes a breakout session from an ICH conference on quality risk management. The session aimed to facilitate understanding of quality risk management processes and their linkage to knowledge management. It provided an overview of key QRM concepts and principles, opportunities to apply QRM across the product lifecycle, and examples of QRM steps from a case study with interactive exercises. Feedback was also sought on barriers to QRM implementation and issues requiring further clarification.
The document discusses inspections related to the implementation of ICH Q8, Q9, and Q10 guidelines. It outlines the aims, types, and methodology of inspections. For pre-approval inspections, the focus is on evaluating commercial manufacturing capability based on submitted data and dossiers. Inspections under Q8, Q9, Q10 are more focused on implementation of control strategies and design spaces. A case study example highlights questions inspectors may ask regarding raw material controls, scale-up impacts, control strategy implementation, and replacement of end-product testing. The document emphasizes that assessment and inspection are complementary but distinct regulatory activities.
The document discusses inspections related to the implementation of ICH Q8, Q9, and Q10 guidelines. It outlines the aims, types, and focus of inspections. Key points include:
- Inspections evaluate commercial manufacturing capability and quality systems. Pre-approval inspections additionally evaluate submitted data authenticity.
- Inspections focus on implementing control strategies, design spaces, change management, and models for quality predictions and release.
- Case studies are used to demonstrate evaluating risks, variables, and implementing marketing authorization requirements at manufacturing sites.
ICH Q8, Q9, and Q10 guidelines provide a risk-based and scientific approach to pharmaceutical development and manufacturing. Q8 describes pharmaceutical development and quality by design. Q9 covers quality risk management principles. Q10 addresses pharmaceutical quality systems. The guidelines work together throughout the product lifecycle from development to commercial manufacturing and continual improvement. Their integrated implementation enhances product quality and manufacturing efficiency.
ICH Q8, Q9, and Q10 guidelines provide a risk-based and scientific approach to pharmaceutical development and manufacturing. Q8 describes pharmaceutical development and quality by design. Q9 covers quality risk management principles. Q10 addresses pharmaceutical quality systems. The guidelines work together throughout the product lifecycle from development to commercial manufacturing and continual improvement. Their integrated implementation enhances product quality and manufacturing efficiency.
Quality by Design is a systematic approach to development that begins with predefined objectives and emphasizes understanding of the product and process, efficient process control, and quality risk management to improve the overall manufacturing quality. Implementing the Quality by Design (QbD) principles in manufacturing has resulted in reduced operating costs, highly efficient manufacturing processes and better positioning companies to meet increasing regulatory expectations.
QbD explains how to prioritize process parameters for screening designs, design robust processes using statistical design of experiments (DoE), bridge the bench and the commercial design spaces using mixing and scale-up calculations, quantify process risk, select suitable process analytical technology tools (PAT) and more.
To know more about Quality by Design training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
The document discusses how ICH Q8, Q9, and Q10 guidelines work together throughout the product lifecycle. It provides an overview of the goals of each guideline, with Q8 focusing on pharmaceutical development, Q9 on quality risk management, and Q10 on pharmaceutical quality systems. The presentation aims to demonstrate how the guidelines can be applied together during different stages of development and manufacturing, including formulation development, process development, and technology transfer between development and manufacturing.
The document discusses potential applications of quality risk management principles from ICH Q9 within pharmaceutical quality systems. It provides examples of how risk management could be applied to various quality management activities, including documentation, training, quality defects, auditing, and periodic review. The examples illustrate how a risk-based approach and ICH Q9 tools could be incorporated into existing quality processes.
The document discusses a presentation on ICH Q9 Quality Risk Management. It provides an overview of the ICH Q9 guideline and outlines the general quality risk management process. The process involves risk identification, analysis, evaluation, control, and review. It emphasizes that the level of effort for quality risk management should be commensurate with the level of risk. Risk assessment involves answering what might go wrong, the likelihood it will occur, and the potential consequences to determine if the risk is acceptable.
The document discusses inspections related to the implementation of ICH Q8, Q9, and Q10 guidelines. It outlines the aims, types, and methodology of inspections. For pre-approval inspections, the focus is on evaluating commercial manufacturing capability based on submitted data and dossiers. Inspections under Q8, Q9, Q10 are more focused on implementation of control strategies and design spaces. A case study example highlights questions inspectors may ask regarding raw material controls, scale-up impacts, control strategy implementation, and replacement of end-product testing. The document emphasizes that assessment and inspection are complementary but distinct regulatory activities.
The document discusses inspections related to the implementation of ICH Q8, Q9, and Q10 guidelines. It outlines the aims, types, and focus of inspections. Key points include:
- Inspections evaluate commercial manufacturing capability and quality systems. Pre-approval inspections additionally evaluate submitted data authenticity.
- Inspections focus on implementing control strategies, design spaces, change management, and models for quality predictions and release.
- Case studies are used to demonstrate evaluating risks, variables, and implementing marketing authorization requirements at manufacturing sites.
ICH Q8, Q9, and Q10 guidelines provide a risk-based and scientific approach to pharmaceutical development and manufacturing. Q8 describes pharmaceutical development and quality by design. Q9 covers quality risk management principles. Q10 addresses pharmaceutical quality systems. The guidelines work together throughout the product lifecycle from development to commercial manufacturing and continual improvement. Their integrated implementation enhances product quality and manufacturing efficiency.
ICH Q8, Q9, and Q10 guidelines provide a risk-based and scientific approach to pharmaceutical development and manufacturing. Q8 describes pharmaceutical development and quality by design. Q9 covers quality risk management principles. Q10 addresses pharmaceutical quality systems. The guidelines work together throughout the product lifecycle from development to commercial manufacturing and continual improvement. Their integrated implementation enhances product quality and manufacturing efficiency.
Quality by Design is a systematic approach to development that begins with predefined objectives and emphasizes understanding of the product and process, efficient process control, and quality risk management to improve the overall manufacturing quality. Implementing the Quality by Design (QbD) principles in manufacturing has resulted in reduced operating costs, highly efficient manufacturing processes and better positioning companies to meet increasing regulatory expectations.
QbD explains how to prioritize process parameters for screening designs, design robust processes using statistical design of experiments (DoE), bridge the bench and the commercial design spaces using mixing and scale-up calculations, quantify process risk, select suitable process analytical technology tools (PAT) and more.
To know more about Quality by Design training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
The document discusses how ICH Q8, Q9, and Q10 guidelines work together throughout the product lifecycle. It provides an overview of the goals of each guideline, with Q8 focusing on pharmaceutical development, Q9 on quality risk management, and Q10 on pharmaceutical quality systems. The presentation aims to demonstrate how the guidelines can be applied together during different stages of development and manufacturing, including formulation development, process development, and technology transfer between development and manufacturing.
The document discusses potential applications of quality risk management principles from ICH Q9 within pharmaceutical quality systems. It provides examples of how risk management could be applied to various quality management activities, including documentation, training, quality defects, auditing, and periodic review. The examples illustrate how a risk-based approach and ICH Q9 tools could be incorporated into existing quality processes.
The document discusses a presentation on ICH Q9 Quality Risk Management. It provides an overview of the ICH Q9 guideline and outlines the general quality risk management process. The process involves risk identification, analysis, evaluation, control, and review. It emphasizes that the level of effort for quality risk management should be commensurate with the level of risk. Risk assessment involves answering what might go wrong, the likelihood it will occur, and the potential consequences to determine if the risk is acceptable.
DAY_1 L4 Concepts for implementing a quality management system RevPV.pdfGhanshyamshahi
The document provides guidance on implementing a quality management system using a step-by-step process approach. It outlines identifying processes, writing procedures, training personnel, conducting internal audits and management reviews, and continually improving the system. The key steps are deciding to implement, gaining management commitment, forming an implementation team to plan and design the system, documenting procedures, training staff, piloting the system, conducting an internal audit, and having management review progress and identify improvements.
This presentation was given by Andy Murray of Outperform (and Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
This document is a training module on lean manufacturing cost cutting methods developed by the National Council of Small and Medium Sized Private Enterprises of Romania. The module contains three chapters that discuss methods for gathering and analyzing data to cut costs, methods of cutting costs by reorganizing production processes, and implementing improvements. It provides examples and case studies throughout. The overall aim is to introduce lean concepts and tools to help manufacturers identify waste, increase productivity, and reduce production costs.
This document summarizes a presentation on ICH Q9 Quality Risk Management. It discusses how quality risk management can help address increasing complexity in the pharmaceutical industry by empowering flexibility and streamlining decision making. ICH Q9 provides an opportunity for a revised regulatory paradigm based on scientific knowledge and continuous improvement, with a focus on risk management throughout the product lifecycle. The presentation recommends that companies integrate quality risk management into their quality systems and that senior management support its implementation.
This corporate presentation summarizes the services of MRS including: full turnkey solutions across project phases from feasibility studies to close out; quality assurance and control; data and document management; health, safety, and environment; recruitment; and quality system implementation including standards like ISO 9001, ISO 14001, and ISO 17025. It provides an overview of the company's locations and project phases from pre-EPCM through commissioning and start-up. Specific services covered include quality assurance, quality control, document management, HSE, and recruitment. Requirements of standards like ISO 9001 and ISO 14001 are also summarized.
The document discusses project quality management. It defines quality as the degree to which project requirements are fulfilled. Quality management aims to ensure projects meet stakeholder needs by following policies and procedures without deviations from requirements. The key processes are plan quality management, perform quality assurance, and control quality. Plan quality management identifies quality standards and how compliance will be demonstrated. Perform quality assurance audits quality requirements and measurements to ensure appropriate standards. Control quality implements prevention and inspection activities to control the quality of project outputs.
This document discusses quality management in aviation. It introduces concepts like total quality management (TQM) and Six Sigma. TQM emphasizes continuous improvement, customer focus, and employee involvement. Six Sigma is a data-driven methodology used in aviation to reduce defects and streamline processes. The document provides examples of how major airlines like Southwest, Emirates, and Delta have successfully implemented these quality management approaches to improve safety, efficiency, and customer satisfaction. Case studies demonstrate how Six Sigma has been used to enhance on-time performance, maintenance safety, and reduce fuel consumption.
Analysis of current project risk management procedure by Spanish Business Unit of an automotive multinational company, which manufactures steering wheels and airbag modules.
Taking into account the PMI standards, different changes are established in the current procedure for the purpose of defining and implementing a project risk management procedure more useful and efficient.
A 15-minutes oral presentation that was given in ISQua's 32nd International Conference, Doha, October 2015 by Dr. Yasser Amer under the track: "Quality and Safety in Developing Countries"
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
This document provides an overview of the ICH Q9 Quality Risk Management guideline. It discusses the purpose and scope of the guideline, which provides principles and tools for quality risk management that can be applied across the product lifecycle from development to distribution. The document reviews the general quality risk management process outlined in ICH Q9, including risk identification, analysis, evaluation, control, reduction, and acceptance. It emphasizes that quality risk management should be based on scientific knowledge and commensurate with the level of risk.
This document provides information about the Certified Project Consultant (CPC) certification from the Global Academy of Finance and Management (GAFM). The CPC certification is for individuals who need to take on the role of a project management consultant. It requires business and technical knowledge as well as project and program management experience. The certification covers topics like project planning, risk management, requirements elicitation, communication management, and financial management. It is intended for project managers, business analysts, engineers, architects, and others with sufficient project management experience who want to pursue a career as a project consultant.
The document summarizes an integrated training program on the implementation of ICH Q8, Q9, and Q10 guidelines. It provides background on the ICH, including its 20-year history of harmonizing pharmaceutical regulations between countries. It then describes the "new quality paradigm" established in ICH Q8, Q9, and Q10, focusing on building quality in throughout the product lifecycle using an integrated approach including quality risk management and science-based decision making. Finally, it outlines the goals and structure of the integrated training workshop being held in Washington to facilitate understanding and implementation of these new ICH quality guidelines.
The document summarizes an integrated training program on the implementation of ICH Q8, Q9, and Q10 guidelines. It provides background on the ICH, including its 20-year history of harmonizing pharmaceutical regulations between countries. It then describes the "new quality paradigm" established in ICH Q8, Q9, and Q10, focusing on building quality in throughout the product lifecycle using an integrated approach including quality risk management and science-based decisions. The training program aims to provide clarity on implementing these new guidelines through workshops for both regulators and industry.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
Presentation Updating the Manufacturing Principles TGA Australia
The document discusses updates to the PIC/S Guide to GMP (PE009). It provides an overview of the processes used by the EMA, PIC/S, and TGA to adopt and implement GMP updates. It outlines some of the key changes between PE009-13 and the previous version, and discusses future revisions including changes expected in PE009-14 regarding premises and equipment, production, complaints and recalls. The speaker emphasizes that GMPs are updated regularly to address risks to patient health and ensure international equivalence, and that manufacturers should follow the TGA's transition plan to adopt the latest requirements.
ASQ TR 2:2018, a useful Cost of Quality (COQ) standard provides detailed guidelines on COQ development, implementation and monitoring to improve quality and performance. Making use of this standard—in tandem with ISO 10014:2021—can help organizations realize financial and economic benefits from their quality management system (or other management systems). In this presentation we will explore why building quality at the source and COQ measurement is beneficial to an organization. We will also address guidance for effective implementation of COQ. Participants will also understand major failure modes, and lessons learned from past implementations.
Total Cost Management (TCM) is a systematic approach to understand all costs of an organization to control, reduce, and eliminate costs. It uses tools like activity-based costing and target costing. TCM follows the PDCA (plan-do-check-act) cycle throughout a project's life cycle from ideation to termination. The PDCA cycle involves planning activities, executing them, measuring performance, and taking actions to improve performance. TCM was developed by AACE International, a nonprofit association for cost engineering professionals, to integrate cost management into project portfolio, program, and project management.
This document provides an overview of total quality management (TQM) concepts through a seminar presentation. It defines key TQM terms and principles, discusses the three major quality gurus and their philosophies, and outlines tools and techniques for process management and continuous improvement. The document emphasizes that TQM requires organization-wide commitment to customer satisfaction through integrated systems and the continuous improvement of processes.
The document discusses various planning processes and outputs for project quality, resource, communications, stakeholder, risk, and procurement management. It specifically examines the project quality management planning process and outputs of a quality management plan and quality metrics. It also explores the project resource management planning and estimate activity resources processes, and related outputs of a resource management plan, team charter, resource requirements, and a resource breakdown structure. Additionally, it describes the project communications management planning process and importance of a communications management plan. In under 3 sentences.
IFFCO is a cooperative that markets fertilizers through 33,000 cooperative societies. It commissioned its first plants in 1975 and has expanded to include additional plants and facilities across India. IFFCO utilizes a computerized management information system to improve operations across its manufacturing plants, marketing offices, and other divisions. The system was implemented in phases starting in the 1980s, first focusing on financial accounting, payroll, and production reporting before expanding to additional applications. The goals were to establish computer centers, develop databases to aid decision making, and eventually link locations through a wide area network.
IFFCO is a cooperative that markets fertilizers through 33,000 cooperative societies. It commissioned its first plants in 1975 and has expanded to include additional plants and facilities across India. IFFCO utilizes a multi-phase approach to computerize its operations starting in the 1980s, prioritizing financial accounting, payroll, production reporting, and other key processes. The goals of computerization were to establish computer centers, develop databases to aid decision making, and eventually link locations through a WAN for improved information exchange.
DAY_1 L4 Concepts for implementing a quality management system RevPV.pdfGhanshyamshahi
The document provides guidance on implementing a quality management system using a step-by-step process approach. It outlines identifying processes, writing procedures, training personnel, conducting internal audits and management reviews, and continually improving the system. The key steps are deciding to implement, gaining management commitment, forming an implementation team to plan and design the system, documenting procedures, training staff, piloting the system, conducting an internal audit, and having management review progress and identify improvements.
This presentation was given by Andy Murray of Outperform (and Governance SIG committee member) to delegates at the APM Governance SIG's autumn conference entitled "Achieving change successfully - why good governance matters". This conference took place on 1st October 2015 in London.
This document is a training module on lean manufacturing cost cutting methods developed by the National Council of Small and Medium Sized Private Enterprises of Romania. The module contains three chapters that discuss methods for gathering and analyzing data to cut costs, methods of cutting costs by reorganizing production processes, and implementing improvements. It provides examples and case studies throughout. The overall aim is to introduce lean concepts and tools to help manufacturers identify waste, increase productivity, and reduce production costs.
This document summarizes a presentation on ICH Q9 Quality Risk Management. It discusses how quality risk management can help address increasing complexity in the pharmaceutical industry by empowering flexibility and streamlining decision making. ICH Q9 provides an opportunity for a revised regulatory paradigm based on scientific knowledge and continuous improvement, with a focus on risk management throughout the product lifecycle. The presentation recommends that companies integrate quality risk management into their quality systems and that senior management support its implementation.
This corporate presentation summarizes the services of MRS including: full turnkey solutions across project phases from feasibility studies to close out; quality assurance and control; data and document management; health, safety, and environment; recruitment; and quality system implementation including standards like ISO 9001, ISO 14001, and ISO 17025. It provides an overview of the company's locations and project phases from pre-EPCM through commissioning and start-up. Specific services covered include quality assurance, quality control, document management, HSE, and recruitment. Requirements of standards like ISO 9001 and ISO 14001 are also summarized.
The document discusses project quality management. It defines quality as the degree to which project requirements are fulfilled. Quality management aims to ensure projects meet stakeholder needs by following policies and procedures without deviations from requirements. The key processes are plan quality management, perform quality assurance, and control quality. Plan quality management identifies quality standards and how compliance will be demonstrated. Perform quality assurance audits quality requirements and measurements to ensure appropriate standards. Control quality implements prevention and inspection activities to control the quality of project outputs.
This document discusses quality management in aviation. It introduces concepts like total quality management (TQM) and Six Sigma. TQM emphasizes continuous improvement, customer focus, and employee involvement. Six Sigma is a data-driven methodology used in aviation to reduce defects and streamline processes. The document provides examples of how major airlines like Southwest, Emirates, and Delta have successfully implemented these quality management approaches to improve safety, efficiency, and customer satisfaction. Case studies demonstrate how Six Sigma has been used to enhance on-time performance, maintenance safety, and reduce fuel consumption.
Analysis of current project risk management procedure by Spanish Business Unit of an automotive multinational company, which manufactures steering wheels and airbag modules.
Taking into account the PMI standards, different changes are established in the current procedure for the purpose of defining and implementing a project risk management procedure more useful and efficient.
A 15-minutes oral presentation that was given in ISQua's 32nd International Conference, Doha, October 2015 by Dr. Yasser Amer under the track: "Quality and Safety in Developing Countries"
Programme Management in the transport sector - a TfL case study webinar
Tuesday 19th July 2016
presented by Arnab Banerjee
APM Programme Management SIG webinar
This document provides an overview of the ICH Q9 Quality Risk Management guideline. It discusses the purpose and scope of the guideline, which provides principles and tools for quality risk management that can be applied across the product lifecycle from development to distribution. The document reviews the general quality risk management process outlined in ICH Q9, including risk identification, analysis, evaluation, control, reduction, and acceptance. It emphasizes that quality risk management should be based on scientific knowledge and commensurate with the level of risk.
This document provides information about the Certified Project Consultant (CPC) certification from the Global Academy of Finance and Management (GAFM). The CPC certification is for individuals who need to take on the role of a project management consultant. It requires business and technical knowledge as well as project and program management experience. The certification covers topics like project planning, risk management, requirements elicitation, communication management, and financial management. It is intended for project managers, business analysts, engineers, architects, and others with sufficient project management experience who want to pursue a career as a project consultant.
The document summarizes an integrated training program on the implementation of ICH Q8, Q9, and Q10 guidelines. It provides background on the ICH, including its 20-year history of harmonizing pharmaceutical regulations between countries. It then describes the "new quality paradigm" established in ICH Q8, Q9, and Q10, focusing on building quality in throughout the product lifecycle using an integrated approach including quality risk management and science-based decision making. Finally, it outlines the goals and structure of the integrated training workshop being held in Washington to facilitate understanding and implementation of these new ICH quality guidelines.
The document summarizes an integrated training program on the implementation of ICH Q8, Q9, and Q10 guidelines. It provides background on the ICH, including its 20-year history of harmonizing pharmaceutical regulations between countries. It then describes the "new quality paradigm" established in ICH Q8, Q9, and Q10, focusing on building quality in throughout the product lifecycle using an integrated approach including quality risk management and science-based decisions. The training program aims to provide clarity on implementing these new guidelines through workshops for both regulators and industry.
Episode 24 : Project Quality Management
Include the processes required to ensure that the project will satisfy the needs for which it was undertaken
Include all activities of the overall management function that determine the quality policy, objectives and responsibilities and implements them by means such as quality planning, quality assurance, quality control, and quality improvement, within the quality system
Presentation Updating the Manufacturing Principles TGA Australia
The document discusses updates to the PIC/S Guide to GMP (PE009). It provides an overview of the processes used by the EMA, PIC/S, and TGA to adopt and implement GMP updates. It outlines some of the key changes between PE009-13 and the previous version, and discusses future revisions including changes expected in PE009-14 regarding premises and equipment, production, complaints and recalls. The speaker emphasizes that GMPs are updated regularly to address risks to patient health and ensure international equivalence, and that manufacturers should follow the TGA's transition plan to adopt the latest requirements.
ASQ TR 2:2018, a useful Cost of Quality (COQ) standard provides detailed guidelines on COQ development, implementation and monitoring to improve quality and performance. Making use of this standard—in tandem with ISO 10014:2021—can help organizations realize financial and economic benefits from their quality management system (or other management systems). In this presentation we will explore why building quality at the source and COQ measurement is beneficial to an organization. We will also address guidance for effective implementation of COQ. Participants will also understand major failure modes, and lessons learned from past implementations.
Total Cost Management (TCM) is a systematic approach to understand all costs of an organization to control, reduce, and eliminate costs. It uses tools like activity-based costing and target costing. TCM follows the PDCA (plan-do-check-act) cycle throughout a project's life cycle from ideation to termination. The PDCA cycle involves planning activities, executing them, measuring performance, and taking actions to improve performance. TCM was developed by AACE International, a nonprofit association for cost engineering professionals, to integrate cost management into project portfolio, program, and project management.
This document provides an overview of total quality management (TQM) concepts through a seminar presentation. It defines key TQM terms and principles, discusses the three major quality gurus and their philosophies, and outlines tools and techniques for process management and continuous improvement. The document emphasizes that TQM requires organization-wide commitment to customer satisfaction through integrated systems and the continuous improvement of processes.
The document discusses various planning processes and outputs for project quality, resource, communications, stakeholder, risk, and procurement management. It specifically examines the project quality management planning process and outputs of a quality management plan and quality metrics. It also explores the project resource management planning and estimate activity resources processes, and related outputs of a resource management plan, team charter, resource requirements, and a resource breakdown structure. Additionally, it describes the project communications management planning process and importance of a communications management plan. In under 3 sentences.
IFFCO is a cooperative that markets fertilizers through 33,000 cooperative societies. It commissioned its first plants in 1975 and has expanded to include additional plants and facilities across India. IFFCO utilizes a computerized management information system to improve operations across its manufacturing plants, marketing offices, and other divisions. The system was implemented in phases starting in the 1980s, first focusing on financial accounting, payroll, and production reporting before expanding to additional applications. The goals were to establish computer centers, develop databases to aid decision making, and eventually link locations through a wide area network.
IFFCO is a cooperative that markets fertilizers through 33,000 cooperative societies. It commissioned its first plants in 1975 and has expanded to include additional plants and facilities across India. IFFCO utilizes a multi-phase approach to computerize its operations starting in the 1980s, prioritizing financial accounting, payroll, production reporting, and other key processes. The goals of computerization were to establish computer centers, develop databases to aid decision making, and eventually link locations through a WAN for improved information exchange.
IFFCO is a multi-state cooperative society headquartered in New Delhi that is wholly owned by Indian farmers' cooperative societies. It is the largest fertilizer manufacturer in India with a 19% market share in urea and 31% in complex fertilizers. IFFCO was established in 1967 and now has over 35,000 member cooperatives serving around 50 million Indian farmers. It contributes to rural development and economic growth through ensuring timely supply of quality fertilizers and agricultural services to farmers.
IFFCO is a multi-state cooperative society headquartered in New Delhi that is wholly owned by Indian farmers' cooperative societies. It is the largest fertilizer manufacturer in India with a 19% market share in urea and 31% in complex fertilizers. IFFCO was established in 1967 and now has over 35,000 member cooperatives serving around 50 million Indian farmers. It contributes to rural development through various programs to help farmers increase incomes. IFFCO's computerization was implemented in phases starting in the 1980s, with an aim to establish computer centers across its units to aid decision-making and link resources through a wide area network.
IFFCO is an Indian cooperative that produces fertilizers. In 2005-06, it produced 84 lakh tonnes of fertilizer with a sales turnover of Rs. 9923 crore and profit of Rs. 335 crore. It has joint ventures in fertilizer production and other areas.
IFFCO implemented a new MPLS VPN network using Cisco equipment to converge its voice, video, and data networks across its offices and plants. This provided benefits like increased bandwidth, security, manageability, and cost savings. An analysis found the approximately Rs. 5 crore annual communication costs could be reduced by Rs. 25 lakhs per year through IP telephony, recovering the investment in 1 year. Further savings are expected
Digital banking refers to offering banking services through digital platforms without physical paperwork or branch visits. It involves digitizing all banking operations and substituting physical bank presence with an online presence. Digital banking provides many benefits like convenience of 24/7 banking, paperless banking, automatic bill payments, and integration with online shopping. Common digital banking services include internet banking, mobile banking, UPI payments, banking cards, mobile wallets, and POS terminals. While digital banking provides convenience, some users remain unsatisfied with certain digital banking services or have security concerns. The future of digital banking in India involves further customization, integration with other financial services, and addressing remaining security and usability issues.
This document provides information about Indian Farmers Fertilizer Cooperative Limited (IFFCO), including its history, vision, mission, objectives, governance structure, economic activities, products, and corporate social responsibility initiatives. IFFCO was established in 1967 as a cooperative society owned by farmers to ensure supply of fertilizers. It has grown to include 5 production plants in India and a global presence. IFFCO's vision is to help increase farmers' incomes through efficient fertilizers while protecting the environment.
IFFCO markets fertilizers through over 37,400 Cooperative Societies and 158 Farmers Service Centers. It has 5 production plants located in India. In 2005-06, production was 8.4 million tonnes with sales turnover of Rs. 9923 crore and profit after tax of Rs. 335 crore. IFFCO has joint ventures in fertilizer production and distribution in India and overseas. It is establishing an MPLS VPN network connecting its offices, plants, and service centers to integrate voice, video, and data communications over a secure wide area network.
The document discusses various aspects of effective communication including:
1) Communication is the exchange of information between people to create understanding.
2) Business communication involves understanding between corporate levels to further organizational objectives.
3) Communication can influence human knowledge, feelings, behaviors, decision making, conflict resolution, and human relations.
This document contains the table of contents for a project report on customer satisfaction and loyalty towards digital channels of Axis Bank Ltd. The table of contents lists the typical sections included in a research project such as an introduction, literature review, research methodology, data analysis, findings, conclusion, and references. It also includes sections for things like the bonafide certificate, certificate of originality, acknowledgements, student-guide interaction reports, lists of tables/figures/appendices. The document provides an outline of the structure and organization of the contents of the project report.
This document provides the table of contents for a research project report on Axis Bank. It includes chapters on the introduction, literature review, research methodology, data analysis and interpretation, findings, conclusion and recommendations. The introduction defines what a bank is and describes the structure of the Indian banking system. The literature review section provides an in-depth company profile of Axis Bank, including its history, subsidiaries, board of directors, business objectives, awards, and product portfolio. It also lists the various committees of Axis Bank's board of directors.
The document provides an overview of a project report submitted by Prashant Junnarkar, a student of PGDMM at MSU Baroda. It includes a declaration signed by the student, noting that the report was completed independently during a project period at Axis Bank from May 1-31, 2022 under supervision. It also lists the table of contents which will cover introduction, literature review, research methodology, data analysis, findings, and conclusion.
The document summarizes startup policies and initiatives in India, including:
- The Startup India initiative by the Government of India aims to build a strong startup ecosystem through various benefits like tax exemptions, patent assistance, and public procurement norms.
- States like Maharashtra and Gujarat also offer incentives for startups like SGST reimbursements, quality testing assistance, and development of incubators and funds.
- Key cities leading India's startup growth include Bengaluru, Delhi, Mumbai, Pune, and Hyderabad which have vibrant startup ecosystems.
This document discusses recruitment and placement processes. It covers topics like job analysis, human resource planning, recruitment tests and selection interviews. It defines job analysis as collecting knowledge, skills and abilities needed for a job. It is useful for functions like recruitment, training and performance reviews. Recruitment sources discussed include internal sources like current employees or external sources like advertisements. The document also covers manpower planning concepts like identifying future employee needs, ensuring the right fit and monitoring turnover rates.
CUSTOMER SATISFACTION project report on axis baNK 12.pptxPRASHANTJUNNARKAR
This document discusses digital banking services offered by Axis Bank in India. It provides an overview of Axis Bank, including its history and business objectives. It then describes several digital banking channels offered, including internet banking, mobile banking, QR code payments, and digital trade solutions. The document also discusses research conducted on customer satisfaction of Axis Bank's digital services and the benefits and security of digital banking.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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In the competitive world of content creation, standing out and maximising revenue on platforms like OnlyFans can be challenging. This is where partnering with an OnlyFans agency can make a significant difference. Here are five key benefits for content creators considering this option:
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
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Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
1. International Conference on Harmonisation of Technical
Requirements for Registration of Pharmaceuticals for Human Use
Implementation of ICH Q8, Q9, Q10
Breakout D
Quality Risk Management