this is marketing plan for gardenia. in this slide describe more about Gardenia Company in Malaysia. Example types of Gardenia breads, SWOT analysis and more. so, enjoy :)
this is marketing plan for gardenia. in this slide describe more about Gardenia Company in Malaysia. Example types of Gardenia breads, SWOT analysis and more. so, enjoy :)
BMC Report (ENT300) - Individual Assignment
Business Model Canvas is strategic management and starting template for expanding new or existing business models. In 2005, Alexander Osterwalder has initially proposed the nine "building blocks" of the Business Model Canvas based on his earlier work on business model ontology. Around 2008, new canvases for specific niches have emerged. Using the template, any company can quickly describe their business model. The template consists of nine boxes, which are Key Partners, Key Activities, Value Propositions, Customer Relationships, Customer Segments, Key Resources, Distribution Channels, Cost Structures, and Revenue Streams.
For this assignment, I choose a food and beverage company named Secret Recipe Cakes & Café Sdn Bhd. Founded in 1997 by Tan Sri Dato' Steven Sim, Secret Recipe has successfully established its brand name in Malaysia, Singapore, Indonesia, Thailand, China, Brunei, Cambodia, Myanmar, Maldives, and Bangladesh. The company also plans to enter the India and New Zealand markets in the future. This cafe serves cakes and fusion food with a Halal certificate given by Jabatan Kemajuan Islam Malaysia (JAKIM). The cafe usually located in shopping malls and prime urban locations in major cities in the region. Secret Recipe has grown to over 440 cafes throughout Asia since its establishment. The company also has opened branches in Australia once but because of the high costs of starting up a franchise, the operation was stopped.
I choose this company because I have interested in researching the food and beverage sector compared to other sectors. Besides, it is a leading and largest café chain in Malaysia that has a good reputation and famous among Malaysian because of their delicious cakes. I can say that almost all Malaysian will celebrate anything with the Secret Recipe cakes. Other than that, as a Muslim, I think it is good to know that they committed to follow the standards of preparation of all food and processing plants in the restaurant under the Halal-certification regulatory guidelines including HACCP and VHM guidelines.
Pos Malaysia Berhad is a post services company in Malaysia. The organisation was restructured in 1992 from being a governmental owned Malaysian Postal Services Department or Jabatan Perkhidmatan Pos Malaysia into a business corporation.
Pos Malaysia provides postal and related services, transport logistics, printing and insertion, counter collection and payment agency services for a range of financial transactions, such as bill payments, remittance, insurance and unit trusts.
The company holds an exclusive concession to provide mail services through its network of over 850 branches and mini post offices in Malaysia.
BMC Report (ENT300) - Individual Assignment
Business Model Canvas is strategic management and starting template for expanding new or existing business models. In 2005, Alexander Osterwalder has initially proposed the nine "building blocks" of the Business Model Canvas based on his earlier work on business model ontology. Around 2008, new canvases for specific niches have emerged. Using the template, any company can quickly describe their business model. The template consists of nine boxes, which are Key Partners, Key Activities, Value Propositions, Customer Relationships, Customer Segments, Key Resources, Distribution Channels, Cost Structures, and Revenue Streams.
For this assignment, I choose a food and beverage company named Secret Recipe Cakes & Café Sdn Bhd. Founded in 1997 by Tan Sri Dato' Steven Sim, Secret Recipe has successfully established its brand name in Malaysia, Singapore, Indonesia, Thailand, China, Brunei, Cambodia, Myanmar, Maldives, and Bangladesh. The company also plans to enter the India and New Zealand markets in the future. This cafe serves cakes and fusion food with a Halal certificate given by Jabatan Kemajuan Islam Malaysia (JAKIM). The cafe usually located in shopping malls and prime urban locations in major cities in the region. Secret Recipe has grown to over 440 cafes throughout Asia since its establishment. The company also has opened branches in Australia once but because of the high costs of starting up a franchise, the operation was stopped.
I choose this company because I have interested in researching the food and beverage sector compared to other sectors. Besides, it is a leading and largest café chain in Malaysia that has a good reputation and famous among Malaysian because of their delicious cakes. I can say that almost all Malaysian will celebrate anything with the Secret Recipe cakes. Other than that, as a Muslim, I think it is good to know that they committed to follow the standards of preparation of all food and processing plants in the restaurant under the Halal-certification regulatory guidelines including HACCP and VHM guidelines.
Pos Malaysia Berhad is a post services company in Malaysia. The organisation was restructured in 1992 from being a governmental owned Malaysian Postal Services Department or Jabatan Perkhidmatan Pos Malaysia into a business corporation.
Pos Malaysia provides postal and related services, transport logistics, printing and insertion, counter collection and payment agency services for a range of financial transactions, such as bill payments, remittance, insurance and unit trusts.
The company holds an exclusive concession to provide mail services through its network of over 850 branches and mini post offices in Malaysia.
What is Quality Control
• Why implement Quality Control
• Quality Control Team
• Establishing a Quality Control Program
• Quality Control and Quality Assurance
• Quality Control Tools
• Measuring Success
• TQM, Six Sigma and ISO 9000
• Roadblocks and Barriers
This presentation is based of quality Management with the Productivity of any types of production ( Mobile Manufacturing,Mechanical Parts Manufacturing etc.)
UAS Manajemen Kualitas dan Standar Mutu - Total Quality ManagementCandy Chua
Ujian Akhir Semester
Manajemen Kualitas dan Standar Mutu
Total Quality Management
Dosen: Prof. Ir. Syamsir Abduh, MM. Ph.D
Nama Anggota Kelompok:
Antony S 222160505
Candy 222160506
Jonathan 222160509
Program Doktor Strategik
Universitas Trisakti
Week 4:
Quality Management
OPERATIONS MANAGEMENT
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Outline
Quality definition
Dimension of quality in product and services
Quality assurance
Quality leaders
Cost of quality
Total quality management and tools
Definition of Quality
Quality is a predictable degree of uniformity and dependability, at low cost and suitable to the market (Deming)
Quality is fitness for use (Juran)
Quality is the conformance to requirements (Crosby)
Quality is the (minimum) loss imparted by a product to
society from the time the product is shipped. (Taguchi)
Why Quality
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Managing quality supports differentiation, low cost, and response strategies
Quality helps firms increase sales and reduce costs
Building a quality organization is a demanding task
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Ethics and Quality Management
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Operations managers must deliver healthy, safe, quality products and services
Poor quality risks injuries, lawsuits, recalls, and regulation
Organizations are judged by how they respond to problems
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Dimensions of Quality for Manufacturing Product
Performance: Product’s primary operating characteristics
Features: Secondary characteristics that supplement the products basic functioning
Reliability: The probability of a product’s surviving over a specified period of time under stated conditions of use
Durability: The amount of use one gets from a product before it physically deteriorates or until replacement is preferable.
Serviceability: The ability to repair a product quickly and easily
Aesthetics: How a product looks, feels, tastes, or smells
Service Quality Attributes
Timeliness: Will a service be performed when promised?
Completeness: Are all items in an order included?
Courtesy: Do front-line employees greet each customer cheerfully and politely.
Consistency: Are services delivered in the same fashion for every customer and every time for the same customers.
Accessibility and convenience: Is the service easy to obtain?
Accuracy: Are the services performed right the first time?
Responsiveness: Can the service personnel response quickly and resolve unexpected problem?
Quality Control
All those operational techniques and activities that are used to fulfill requirements for quality.
The objectives are:
(i) To ensure true expression/correct translation of stated and implied needs of the customers.
(ii) To monitor the process for realization of the product at various stages of its operations and eliminating causes of unsatisfactory performance at all stages of quality loop in order to achieve economic effectiveness.
(iii) Inspection of the product/service package to determine conformance to customer needs.
Quality Assurance
All the planned and systematic activities implemented within the organization for quality management, to provide adequate confidence that a product or service will satisfy given requirements for quality (ISO - International Organization for Standardization).
Quality assurance is a preventive activity an.
18. Traditional Quality Process (Manufacturing) OPM 533 12- Specifies Need Customer Interprets Need Marketing Designs Product Defines Quality Engineering Produces Product Plans Quality Monitors Quality Operations Quality is customer driven!
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20. Achieving Total Quality Management OPM 533 12- Organizational Practices Quality Principles Employee Fulfillment Attitudes (e.g., Commitment) How to Do What to Do Effective Business Customer Satisfaction
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38. Quality Loss Function Figure 6.4 Unacceptable Poor Good Best High loss Loss (to producing organization, customer, and society) Low loss Frequency Lower Target Upper Specification Target-oriented quality yields more product in the “best” category Target-oriented quality brings product toward the target value Conformance-oriented quality keeps products within 3 standard deviations L = D 2 C where L = loss to society D = distance from target value C = cost of deviation
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40. Seven Tools for TQM / / / / /// / // /// // //// /// // / Hour Defect 1 2 3 4 5 6 7 8 A B C / / // / (a) Check Sheet: An organized method of recording data Figure 6.5
41. Seven Tools for TQM (b) Scatter Diagram: A graph of the value of one variable vs. another variable Figure 6.5 Absenteeism Productivity
42. Seven Tools for TQM (c) Cause and Effect Diagram: A tool that identifies process elements (causes) that might effect an outcome Figure 6.5 Cause Materials Methods Manpower Machinery Effect
43. Seven Tools for TQM (d) Pareto Charts: A graph to identify and plot problems or defects in descending order of frequency Figure 6.5 Frequency Percent A B C D E
44. Seven Tools for TQM (e) Flow Charts (Process Diagrams): A chart that describes the steps in a process Figure 6.5
45. Seven Tools for TQM (f) Histogram: A distribution showing the frequency of occurrence of a variable Figure 6.5 Distribution Repair time (minutes) Frequency
46. Seven Tools for TQM (g) Statistical Process Control Chart: A chart with time on the horizontal axis to plot values of a statistic Figure 6.5 Upper control limit Target value Lower control limit Time
47. Cause-and-Effect Diagrams Figure 6.6 Material Machinery Methods Manpower Inadequate supply of magazines Inadequate special meals on-board Insufficient clean pillows & blankets on-board Broken luggage carousel Mechanical delay on plane Deicing equipment not available Overbooking policies Bumping policies Mistagged bags Poor check-in policies Understaffed ticket counters Understaffed crew Poorly trained attendants Dissatisfied Airline Customer
48. Pareto Charts Number of occurrences Room svc Check-in Pool hours Minibar Misc. 72% 16% 5% 4% 3% 12 4 3 2 54 – 100 – 93 – 88 – 72 70 – 60 – 50 – 40 – 30 – 20 – 10 – 0 – Frequency (number) Causes and percent Cumulative percent Data for October
49. Flow Charts Packing and shipping process Shipping dock Storage (4 to 6 hrs) Quick freeze storage (60 Mins) Sealing Weighing Labeling Packing station
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51. An SPC Chart Figure 6.7 Upper control limit Coach’s target value Lower control limit Game number | | | | | | | | | 1 2 3 4 5 6 7 8 9 20% 10% 0% Plots the percent of free throws missed
This slide not only looks at the impact of quality on productivity - it also enables you to begin a discussion as to the meaning of quality (or perhaps the differing meanings among different people). To many people, the notion of “high quality” carries with it the assumption of “high price.” This slide provides an initial point to challenge that assumption.
This slide simply introduces the four activities. Subsequent slides expand on each.
One might begin discussion of this slide by introducing the difference between “leadership” and “management.” The point should also be made, again, about the need for involvement and commitment throughout the organization.
Some students may find the notion of “continuous improvement” (Why can’t we do it right the first time?) and “employee empowerment” (Doesn’t this reduce or abrogate the role of the manager?) the most difficult to accept. If you have not done so already, this might be a good time to discuss each in some depth. The following slide may be used in a discussion of empowerment.
This slide can be used to form the basis for a discussion of empowerment. If you wish to discuss empowerment - begin by asking students to define the term. You may find students are already comfortable with the term, in which case the discussion can be rather short; or, you may find they have unrealistic expectations (or desires?) - in which case you may wish to pursue the discussion at greater length. It may be helpful to ask students to identify the benefits and pitfalls to both management and worker. (For example, empowerment requires workers to assume greater responsibility.)
The main point that one might make with this slide is that the customer is, ultimately, the most important person in your business.
Once you have introduced these definitions of quality, ask students to provide example of products that use them.
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Although the text considers service quality at the end of the chapter, you may wish, at this point, to contrast the notion of quality for goods with that for services. If not, skip this slide - it is repeated at the point at which the issues are raised in the text.
This slide simply illustrates the relationships between quality and other elements of the firm.
Students might be asked what problems they would foresee in implementing this process.
A point to be made here is that TQM is not a program but a philosophy.
Again, a point to be made here is the universality required to achieve TQM.
One point to make here is that this list represents a recent expression of Demings 14 points - the list is still evolving. Students may notice that many of these fourteen points seem to be simply common sense. If they raise this issue - ask them to consider jobs they have held. Were these points emphasized or implemented by their employers? If not, why not? This part of the discussion can be used to raise again the issue that proper approaches to quality are not “programs,” with limited involvement and finite duration, but rather philosophies which must become ingrained throughout the organization.
At this point, you might consider going back to the slides illustrating the differences between goods and services. Those slides are provided next. If you do not wish to use them, simply skip to the final slide in the sequence.
This slide is a repeat of the earlier one on Service Quality Attributes as that topic appears at this point in the text.