This document provides an overview of quality management concepts. It defines quality, discusses the evolution of quality approaches from statistical process control to total quality management (TQM). It describes the contributions of quality gurus like Deming and Juran. The document also outlines dimensions of quality, costs of quality, quality certifications like ISO 9000, elements of TQM including continuous improvement, and process improvement methods like Six Sigma.
This document provides an overview of quality management. It defines quality and discusses determinants and dimensions of quality. It describes approaches like Total Quality Management (TQM) and Six Sigma. It discusses quality gurus, costs of quality, and quality tools. It also outlines problem solving methods and process improvement techniques.
This document discusses quality management concepts including definitions of quality, the evolution of quality management approaches, key quality management thinkers and their contributions, dimensions of quality for both products and services, challenges in ensuring service quality, and quality certification standards like ISO 9000 and ISO 14000. It also covers total quality management principles and elements, continuous improvement approaches like six sigma and kaizen, quality tools, and process improvement methods.
The document discusses concepts and tools related to quality management and continuous improvement. It describes total quality management (TQM) as a philosophy involving all employees to improve quality and customer satisfaction. Key aspects of TQM include understanding customer needs, designing processes to meet those needs, and continually improving. Quality tools covered include flowcharts, check sheets, histograms, scatter diagrams, control charts, and cause-and-effect diagrams. The document also discusses Six Sigma programs and benchmarks as methods for improving processes and quality.
Operation management and its quality management slidesbikashf1soft
This document discusses quality management concepts including total quality management (TQM), Six Sigma, and continuous improvement. It defines key terms like quality assurance, quality dimensions, costs of quality, and ISO standards. It also summarizes quality awards like the Baldrige Award and Deming Prize. Overall, the document provides an overview of quality management principles, approaches, tools, and challenges.
The document provides an overview of quality management concepts including:
- Definitions of quality from different perspectives including consumers and producers
- Dimensions of quality for manufactured products and services
- Total quality management principles including customer focus, leadership, and continuous improvement
- Contributions of quality gurus like Deming, Juran, and Crosby
- Tools for quality improvement like quality circles, Deming's PDCA cycle, and Six Sigma
- Implications of quality management for strategy, employees, information technology, and costs
Christy Allen, the manager of LuckWay supermarket, obtained the store's Sunday complaint records over the last eight weeks. The assistant recommends using tools of total quality management (TQM) like flow charts, check sheets, Pareto charts, and cause-and-effect diagrams to analyze the data. Open-ended comments should be categorized and survey data ranked to identify the biggest customer service issues. Recommendations would then focus on continuous improvement and tying actions to TQM principles like empowerment and benchmarking.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. TQM involves focusing on customers, continuous improvement, quality at the source, employee empowerment, and using quality tools like teams, benchmarking and supplier certification. Quality has four dimensions - design, conformance, ease of use, and post-sale support. There are costs of quality including prevention, appraisal, and failure costs. Tools like QFD, control charts, Pareto analysis and others are used to manage quality. Awards like the MBNQA and certifications like ISO help drive quality improvement.
This document provides an overview of quality management. It defines quality and discusses determinants and dimensions of quality. It describes approaches like Total Quality Management (TQM) and Six Sigma. It discusses quality gurus, costs of quality, and quality tools. It also outlines problem solving methods and process improvement techniques.
This document discusses quality management concepts including definitions of quality, the evolution of quality management approaches, key quality management thinkers and their contributions, dimensions of quality for both products and services, challenges in ensuring service quality, and quality certification standards like ISO 9000 and ISO 14000. It also covers total quality management principles and elements, continuous improvement approaches like six sigma and kaizen, quality tools, and process improvement methods.
The document discusses concepts and tools related to quality management and continuous improvement. It describes total quality management (TQM) as a philosophy involving all employees to improve quality and customer satisfaction. Key aspects of TQM include understanding customer needs, designing processes to meet those needs, and continually improving. Quality tools covered include flowcharts, check sheets, histograms, scatter diagrams, control charts, and cause-and-effect diagrams. The document also discusses Six Sigma programs and benchmarks as methods for improving processes and quality.
Operation management and its quality management slidesbikashf1soft
This document discusses quality management concepts including total quality management (TQM), Six Sigma, and continuous improvement. It defines key terms like quality assurance, quality dimensions, costs of quality, and ISO standards. It also summarizes quality awards like the Baldrige Award and Deming Prize. Overall, the document provides an overview of quality management principles, approaches, tools, and challenges.
The document provides an overview of quality management concepts including:
- Definitions of quality from different perspectives including consumers and producers
- Dimensions of quality for manufactured products and services
- Total quality management principles including customer focus, leadership, and continuous improvement
- Contributions of quality gurus like Deming, Juran, and Crosby
- Tools for quality improvement like quality circles, Deming's PDCA cycle, and Six Sigma
- Implications of quality management for strategy, employees, information technology, and costs
Christy Allen, the manager of LuckWay supermarket, obtained the store's Sunday complaint records over the last eight weeks. The assistant recommends using tools of total quality management (TQM) like flow charts, check sheets, Pareto charts, and cause-and-effect diagrams to analyze the data. Open-ended comments should be categorized and survey data ranked to identify the biggest customer service issues. Recommendations would then focus on continuous improvement and tying actions to TQM principles like empowerment and benchmarking.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. TQM involves focusing on customers, continuous improvement, quality at the source, employee empowerment, and using quality tools like teams, benchmarking and supplier certification. Quality has four dimensions - design, conformance, ease of use, and post-sale support. There are costs of quality including prevention, appraisal, and failure costs. Tools like QFD, control charts, Pareto analysis and others are used to manage quality. Awards like the MBNQA and certifications like ISO help drive quality improvement.
The document discusses various aspects of quality including:
1. Quality can be defined from both a producer's and consumer's perspective.
2. Effective quality management requires quality planning, assurance, and control.
3. Quality improvement activities include reducing costs, improving productivity, and gaining customer satisfaction.
4. Total quality management (TQM) focuses on continual improvement, employee empowerment, and satisfying customers.
The document discusses quality management and process improvement. It defines quality as meeting or exceeding customer expectations. It describes the evolution of quality management approaches over time from statistical process control to quality assurance and strategic quality management with a focus on customer satisfaction. Dimensions of quality for products and services are outlined including performance, aesthetics, reliability and more. Examples are given for quality dimensions in automobiles and auto repair services. Process improvement is defined as a systematic approach using tools like process mapping to analyze, redesign and improve processes. An example flow chart shows improving the process for self-serve gas purchases.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. The key aspects of TQM discussed in the document include: 1) the four dimensions of quality for manufacturing and service organizations, 2) the costs of quality and prevention through tools like QFD and seven problem solving tools, 3) quality awards like the Malcolm Baldrige National Quality Award and Deming Prize that recognize excellence. TQM relies on concepts like continuous improvement, quality at the source, teams, and supplier certification.
The document discusses various aspects of quality management including:
1. Total quality management aims to achieve organizational practices, quality principles, and employee fulfillment to satisfy customers. This is done through leadership, continuous improvement, and employee empowerment.
2. Quality can be defined in various ways such as meeting customer needs, conforming to specifications, or having desirable attributes. Achieving high quality reduces costs and improves profits through increased productivity, lower rework, and greater customer satisfaction.
3. Key quality management tools include statistical process control, failure mode and effects analysis, benchmarking, and implementing suggestions from quality experts like Deming and Juran. These help organizations achieve continuous improvement.
The document discusses various aspects of quality management including ways that quality can improve productivity, the flow of activities necessary to achieve total quality management, definitions of quality, key dimensions of quality, and tools used in total quality management such as continuous improvement, six sigma, employee empowerment, benchmarking, just-in-time, and statistical process control charts. It provides details on quality costs, Deming's fourteen points, concepts of TQM, and seven tools used in TQM including check sheets, scatter diagrams, cause and effect diagrams, Pareto charts, flow charts, histograms, and control charts.
The document discusses quality management and planning. It describes the Plan-Do-Study-Act cycle for continuous improvement. The seven tools of quality control are explained, including cause-and-effect diagrams, flowcharts, control charts, scatter diagrams, Pareto analysis, and histograms. Quality Function Deployment is discussed as a tool to translate customer requirements into technical specifications. The concepts of reliability, process management, ISO standards, and reasons for TQM failures are summarized. Statistical sampling, standard deviation, Six Sigma methodology, and how Six Sigma differs from traditional quality control approaches are briefly outlined.
Quality can be defined from both a customer and producer perspective. For customers, quality means fitness for use and satisfaction of needs without deficiencies. For producers, it means conformance to design specifications during production. Both perspectives are important, but the customer perspective should dominate. Quality management aims to reduce costs from defects through prevention, appraisal, and failure costs while meeting customer expectations. Tools like control charts, flowcharts, and Pareto analysis help identify quality problems and drive continuous improvement.
The document defines quality management and traces its evolution from 1924 to present. It discusses key contributors like Deming, Juran, and Taguchi. It also covers total quality management (TQM), six sigma, and quality tools. TQM is defined as involving everyone to continually improve quality and customer satisfaction. Six sigma aims to reduce defects to 3.4 per million opportunities. Basic quality tools include flowcharts, check sheets, histograms, Pareto charts, scatter diagrams, control charts, and cause-and-effect diagrams.
This document provides an introduction to quality management concepts like Total Quality Management (TQM) and the cost of quality. It explains that TQM aims to carefully design products/services to meet customer needs and ensure consistency in production. The costs of quality are categorized as appraisal costs, prevention costs, internal failure costs, and external failure costs. Six Sigma theory aims for a process where specification limits are twice the natural variation of the process output, or where process variation is half of specification limits. The document lays groundwork for understanding quality management principles.
This document provides an overview of quality concepts including definitions of quality, quality dimensions, quality control, statistical quality control, quality assurance, total quality management, and the historical development of quality. It discusses the responsibilities of various departments for quality like marketing, design engineering, procurement, production, inspection, packaging, and product service. It also covers the roles of quality assurance, the CEO, and using computers to support quality control.
CH 3 Quality management and Control.pptxamanuel236786
The document provides an overview of quality management concepts including definitions of quality from different perspectives, dimensions of quality for both products and services, costs of quality, total quality management principles, statistical process control charts, and types of statistical sampling. Some key points summarized:
- Quality is defined as meeting or exceeding customer requirements now and in the future from the customer's perspective, and producing a product that meets specifications from the producer's perspective.
- Dimensions of quality include quality of design, quality of conformance, and abilities like reliability and maintainability. For services, dimensions include timeliness, completeness, and courtesy.
- Costs of quality include prevention costs, appraisal costs, internal failure costs, and external failure costs
The document discusses key concepts related to quality including definitions of quality, dimensions of quality, types of quality costs, total quality management (TQM), and benefits of TQM. It defines quality as meeting or exceeding customer expectations and outlines dimensions like performance, reliability, aesthetics. It categorizes quality costs as prevention, appraisal, internal failure, and external failure costs. TQM is defined as integrating all functions to achieve continuous quality improvement and customer satisfaction. Benefits of TQM include greater customer loyalty, market share, and productivity.
This document provides an overview of quality concepts including definitions of quality, quality dimensions, quality control, statistical quality control, quality assurance, total quality management, and the historical development of quality. It discusses the responsibilities of various departments for quality like marketing, design engineering, procurement, production, inspection, packaging, and product service. It also covers the roles of quality assurance, the CEO, and the use of computers to support quality control functions.
The document discusses the evolution and key concepts of Total Quality Management (TQM). It covers origins in inspection and quality control, evolving to quality assurance and TQM. TQM focuses on achieving excellence through managing the whole organization, involving all employees, and focusing on customer needs. Key elements include commitment to continuous improvement, scientific problem solving, and an organizational culture of quality.
The document discusses various aspects of quality management including definitions of quality, total quality management principles, quality tools and standards, inspection practices, and quality in services. It defines key terms like ISO standards, quality costs, Baldrige award, and quality tools. It also explains total quality management concepts such as continuous improvement, employee empowerment, benchmarking, and statistical process control.
The document discusses key concepts in quality management including total quality management (TQM), Six Sigma, benchmarking, just-in-time (JIT) manufacturing, and tools for continuous improvement. It explains that quality supports business strategies, improves profitability through increased productivity and lower costs, and defines quality from different perspectives including user-based and manufacturing-based views. Key dimensions of quality and costs of quality are also summarized.
The document discusses achieving operational excellence in the automotive industry. It emphasizes putting quality first, establishing standard operations, minimizing waste, maintaining close supplier relationships, and organizing production into natural teams. The best manufacturers tightly integrate processes, control supply chains, focus on continuous improvement, and empower employees.
The document discusses various aspects of quality including:
1. Quality can be defined from both a producer's and consumer's perspective.
2. Effective quality management requires quality planning, assurance, and control.
3. Quality improvement activities include reducing costs, improving productivity, and gaining customer satisfaction.
4. Total quality management (TQM) focuses on continual improvement, employee empowerment, and satisfying customers.
The document discusses quality management and process improvement. It defines quality as meeting or exceeding customer expectations. It describes the evolution of quality management approaches over time from statistical process control to quality assurance and strategic quality management with a focus on customer satisfaction. Dimensions of quality for products and services are outlined including performance, aesthetics, reliability and more. Examples are given for quality dimensions in automobiles and auto repair services. Process improvement is defined as a systematic approach using tools like process mapping to analyze, redesign and improve processes. An example flow chart shows improving the process for self-serve gas purchases.
Total Quality Management (TQM) focuses on meeting customer expectations through integrated organizational efforts to improve quality. The key aspects of TQM discussed in the document include: 1) the four dimensions of quality for manufacturing and service organizations, 2) the costs of quality and prevention through tools like QFD and seven problem solving tools, 3) quality awards like the Malcolm Baldrige National Quality Award and Deming Prize that recognize excellence. TQM relies on concepts like continuous improvement, quality at the source, teams, and supplier certification.
The document discusses various aspects of quality management including:
1. Total quality management aims to achieve organizational practices, quality principles, and employee fulfillment to satisfy customers. This is done through leadership, continuous improvement, and employee empowerment.
2. Quality can be defined in various ways such as meeting customer needs, conforming to specifications, or having desirable attributes. Achieving high quality reduces costs and improves profits through increased productivity, lower rework, and greater customer satisfaction.
3. Key quality management tools include statistical process control, failure mode and effects analysis, benchmarking, and implementing suggestions from quality experts like Deming and Juran. These help organizations achieve continuous improvement.
The document discusses various aspects of quality management including ways that quality can improve productivity, the flow of activities necessary to achieve total quality management, definitions of quality, key dimensions of quality, and tools used in total quality management such as continuous improvement, six sigma, employee empowerment, benchmarking, just-in-time, and statistical process control charts. It provides details on quality costs, Deming's fourteen points, concepts of TQM, and seven tools used in TQM including check sheets, scatter diagrams, cause and effect diagrams, Pareto charts, flow charts, histograms, and control charts.
The document discusses quality management and planning. It describes the Plan-Do-Study-Act cycle for continuous improvement. The seven tools of quality control are explained, including cause-and-effect diagrams, flowcharts, control charts, scatter diagrams, Pareto analysis, and histograms. Quality Function Deployment is discussed as a tool to translate customer requirements into technical specifications. The concepts of reliability, process management, ISO standards, and reasons for TQM failures are summarized. Statistical sampling, standard deviation, Six Sigma methodology, and how Six Sigma differs from traditional quality control approaches are briefly outlined.
Quality can be defined from both a customer and producer perspective. For customers, quality means fitness for use and satisfaction of needs without deficiencies. For producers, it means conformance to design specifications during production. Both perspectives are important, but the customer perspective should dominate. Quality management aims to reduce costs from defects through prevention, appraisal, and failure costs while meeting customer expectations. Tools like control charts, flowcharts, and Pareto analysis help identify quality problems and drive continuous improvement.
The document defines quality management and traces its evolution from 1924 to present. It discusses key contributors like Deming, Juran, and Taguchi. It also covers total quality management (TQM), six sigma, and quality tools. TQM is defined as involving everyone to continually improve quality and customer satisfaction. Six sigma aims to reduce defects to 3.4 per million opportunities. Basic quality tools include flowcharts, check sheets, histograms, Pareto charts, scatter diagrams, control charts, and cause-and-effect diagrams.
This document provides an introduction to quality management concepts like Total Quality Management (TQM) and the cost of quality. It explains that TQM aims to carefully design products/services to meet customer needs and ensure consistency in production. The costs of quality are categorized as appraisal costs, prevention costs, internal failure costs, and external failure costs. Six Sigma theory aims for a process where specification limits are twice the natural variation of the process output, or where process variation is half of specification limits. The document lays groundwork for understanding quality management principles.
This document provides an overview of quality concepts including definitions of quality, quality dimensions, quality control, statistical quality control, quality assurance, total quality management, and the historical development of quality. It discusses the responsibilities of various departments for quality like marketing, design engineering, procurement, production, inspection, packaging, and product service. It also covers the roles of quality assurance, the CEO, and using computers to support quality control.
CH 3 Quality management and Control.pptxamanuel236786
The document provides an overview of quality management concepts including definitions of quality from different perspectives, dimensions of quality for both products and services, costs of quality, total quality management principles, statistical process control charts, and types of statistical sampling. Some key points summarized:
- Quality is defined as meeting or exceeding customer requirements now and in the future from the customer's perspective, and producing a product that meets specifications from the producer's perspective.
- Dimensions of quality include quality of design, quality of conformance, and abilities like reliability and maintainability. For services, dimensions include timeliness, completeness, and courtesy.
- Costs of quality include prevention costs, appraisal costs, internal failure costs, and external failure costs
The document discusses key concepts related to quality including definitions of quality, dimensions of quality, types of quality costs, total quality management (TQM), and benefits of TQM. It defines quality as meeting or exceeding customer expectations and outlines dimensions like performance, reliability, aesthetics. It categorizes quality costs as prevention, appraisal, internal failure, and external failure costs. TQM is defined as integrating all functions to achieve continuous quality improvement and customer satisfaction. Benefits of TQM include greater customer loyalty, market share, and productivity.
This document provides an overview of quality concepts including definitions of quality, quality dimensions, quality control, statistical quality control, quality assurance, total quality management, and the historical development of quality. It discusses the responsibilities of various departments for quality like marketing, design engineering, procurement, production, inspection, packaging, and product service. It also covers the roles of quality assurance, the CEO, and the use of computers to support quality control functions.
The document discusses the evolution and key concepts of Total Quality Management (TQM). It covers origins in inspection and quality control, evolving to quality assurance and TQM. TQM focuses on achieving excellence through managing the whole organization, involving all employees, and focusing on customer needs. Key elements include commitment to continuous improvement, scientific problem solving, and an organizational culture of quality.
The document discusses various aspects of quality management including definitions of quality, total quality management principles, quality tools and standards, inspection practices, and quality in services. It defines key terms like ISO standards, quality costs, Baldrige award, and quality tools. It also explains total quality management concepts such as continuous improvement, employee empowerment, benchmarking, and statistical process control.
The document discusses key concepts in quality management including total quality management (TQM), Six Sigma, benchmarking, just-in-time (JIT) manufacturing, and tools for continuous improvement. It explains that quality supports business strategies, improves profitability through increased productivity and lower costs, and defines quality from different perspectives including user-based and manufacturing-based views. Key dimensions of quality and costs of quality are also summarized.
The document discusses achieving operational excellence in the automotive industry. It emphasizes putting quality first, establishing standard operations, minimizing waste, maintaining close supplier relationships, and organizing production into natural teams. The best manufacturers tightly integrate processes, control supply chains, focus on continuous improvement, and empower employees.
Build the Next Generation of Apps with the Einstein 1 Platform.
Rejoignez Philippe Ozil pour une session de workshops qui vous guidera à travers les détails de la plateforme Einstein 1, l'importance des données pour la création d'applications d'intelligence artificielle et les différents outils et technologies que Salesforce propose pour vous apporter tous les bénéfices de l'IA.
Accident detection system project report.pdfKamal Acharya
The Rapid growth of technology and infrastructure has made our lives easier. The
advent of technology has also increased the traffic hazards and the road accidents take place
frequently which causes huge loss of life and property because of the poor emergency facilities.
Many lives could have been saved if emergency service could get accident information and
reach in time. Our project will provide an optimum solution to this draw back. A piezo electric
sensor can be used as a crash or rollover detector of the vehicle during and after a crash. With
signals from a piezo electric sensor, a severe accident can be recognized. According to this
project when a vehicle meets with an accident immediately piezo electric sensor will detect the
signal or if a car rolls over. Then with the help of GSM module and GPS module, the location
will be sent to the emergency contact. Then after conforming the location necessary action will
be taken. If the person meets with a small accident or if there is no serious threat to anyone’s
life, then the alert message can be terminated by the driver by a switch provided in order to
avoid wasting the valuable time of the medical rescue team.
Height and depth gauge linear metrology.pdfq30122000
Height gauges may also be used to measure the height of an object by using the underside of the scriber as the datum. The datum may be permanently fixed or the height gauge may have provision to adjust the scale, this is done by sliding the scale vertically along the body of the height gauge by turning a fine feed screw at the top of the gauge; then with the scriber set to the same level as the base, the scale can be matched to it. This adjustment allows different scribers or probes to be used, as well as adjusting for any errors in a damaged or resharpened probe.
DEEP LEARNING FOR SMART GRID INTRUSION DETECTION: A HYBRID CNN-LSTM-BASED MODELijaia
As digital technology becomes more deeply embedded in power systems, protecting the communication
networks of Smart Grids (SG) has emerged as a critical concern. Distributed Network Protocol 3 (DNP3)
represents a multi-tiered application layer protocol extensively utilized in Supervisory Control and Data
Acquisition (SCADA)-based smart grids to facilitate real-time data gathering and control functionalities.
Robust Intrusion Detection Systems (IDS) are necessary for early threat detection and mitigation because
of the interconnection of these networks, which makes them vulnerable to a variety of cyberattacks. To
solve this issue, this paper develops a hybrid Deep Learning (DL) model specifically designed for intrusion
detection in smart grids. The proposed approach is a combination of the Convolutional Neural Network
(CNN) and the Long-Short-Term Memory algorithms (LSTM). We employed a recent intrusion detection
dataset (DNP3), which focuses on unauthorized commands and Denial of Service (DoS) cyberattacks, to
train and test our model. The results of our experiments show that our CNN-LSTM method is much better
at finding smart grid intrusions than other deep learning algorithms used for classification. In addition,
our proposed approach improves accuracy, precision, recall, and F1 score, achieving a high detection
accuracy rate of 99.50%.
Open Channel Flow: fluid flow with a free surfaceIndrajeet sahu
Open Channel Flow: This topic focuses on fluid flow with a free surface, such as in rivers, canals, and drainage ditches. Key concepts include the classification of flow types (steady vs. unsteady, uniform vs. non-uniform), hydraulic radius, flow resistance, Manning's equation, critical flow conditions, and energy and momentum principles. It also covers flow measurement techniques, gradually varied flow analysis, and the design of open channels. Understanding these principles is vital for effective water resource management and engineering applications.
Software Engineering and Project Management - Introduction, Modeling Concepts...Prakhyath Rai
Introduction, Modeling Concepts and Class Modeling: What is Object orientation? What is OO development? OO Themes; Evidence for usefulness of OO development; OO modeling history. Modeling
as Design technique: Modeling, abstraction, The Three models. Class Modeling: Object and Class Concept, Link and associations concepts, Generalization and Inheritance, A sample class model, Navigation of class models, and UML diagrams
Building the Analysis Models: Requirement Analysis, Analysis Model Approaches, Data modeling Concepts, Object Oriented Analysis, Scenario-Based Modeling, Flow-Oriented Modeling, class Based Modeling, Creating a Behavioral Model.
Digital Twins Computer Networking Paper Presentation.pptxaryanpankaj78
A Digital Twin in computer networking is a virtual representation of a physical network, used to simulate, analyze, and optimize network performance and reliability. It leverages real-time data to enhance network management, predict issues, and improve decision-making processes.
Null Bangalore | Pentesters Approach to AWS IAMDivyanshu
#Abstract:
- Learn more about the real-world methods for auditing AWS IAM (Identity and Access Management) as a pentester. So let us proceed with a brief discussion of IAM as well as some typical misconfigurations and their potential exploits in order to reinforce the understanding of IAM security best practices.
- Gain actionable insights into AWS IAM policies and roles, using hands on approach.
#Prerequisites:
- Basic understanding of AWS services and architecture
- Familiarity with cloud security concepts
- Experience using the AWS Management Console or AWS CLI.
- For hands on lab create account on [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
# Scenario Covered:
- Basics of IAM in AWS
- Implementing IAM Policies with Least Privilege to Manage S3 Bucket
- Objective: Create an S3 bucket with least privilege IAM policy and validate access.
- Steps:
- Create S3 bucket.
- Attach least privilege policy to IAM user.
- Validate access.
- Exploiting IAM PassRole Misconfiguration
-Allows a user to pass a specific IAM role to an AWS service (ec2), typically used for service access delegation. Then exploit PassRole Misconfiguration granting unauthorized access to sensitive resources.
- Objective: Demonstrate how a PassRole misconfiguration can grant unauthorized access.
- Steps:
- Allow user to pass IAM role to EC2.
- Exploit misconfiguration for unauthorized access.
- Access sensitive resources.
- Exploiting IAM AssumeRole Misconfiguration with Overly Permissive Role
- An overly permissive IAM role configuration can lead to privilege escalation by creating a role with administrative privileges and allow a user to assume this role.
- Objective: Show how overly permissive IAM roles can lead to privilege escalation.
- Steps:
- Create role with administrative privileges.
- Allow user to assume the role.
- Perform administrative actions.
- Differentiation between PassRole vs AssumeRole
Try at [killercoda.com](https://killercoda.com/cloudsecurity-scenario/)
Blood finder application project report (1).pdfKamal Acharya
Blood Finder is an emergency time app where a user can search for the blood banks as
well as the registered blood donors around Mumbai. This application also provide an
opportunity for the user of this application to become a registered donor for this user have
to enroll for the donor request from the application itself. If the admin wish to make user
a registered donor, with some of the formalities with the organization it can be done.
Specialization of this application is that the user will not have to register on sign-in for
searching the blood banks and blood donors it can be just done by installing the
application to the mobile.
The purpose of making this application is to save the user’s time for searching blood of
needed blood group during the time of the emergency.
This is an android application developed in Java and XML with the connectivity of
SQLite database. This application will provide most of basic functionality required for an
emergency time application. All the details of Blood banks and Blood donors are stored
in the database i.e. SQLite.
This application allowed the user to get all the information regarding blood banks and
blood donors such as Name, Number, Address, Blood Group, rather than searching it on
the different websites and wasting the precious time. This application is effective and
user friendly.
2. 9-2
Learning Objectives
Define the term quality.
Explain why quality is important and the
consequences of poor quality.
Identify the determinants of quality.
Describe the costs associated with quality.
Describe the quality awards.
3. 9-3
Learning Objectives
Discuss the philosophies of quality gurus.
Describe TQM.
Give an overview of problem solving.
Give an overview of process improvement.
Describe and use various quality tools.
4. 9-4
Quality Management
What does the term quality mean?
Quality is the ability of a product or
service to consistently meet or exceed
customer expectations.
5. 9-5
Evolution of Quality Management
1924 - Statistical process control charts
1930 - Tables for acceptance sampling
1940’s - Statistical sampling techniques
1950’s - Quality assurance/TQC
1960’s - Zero defects
1970’s - Quality assurance in services
6. 9-6
Quality Assurance vs. Strategic
Approach
Quality Assurance
Emphasis on finding and correcting defects
before reaching market
Strategic Approach
Proactive, focusing on preventing mistakes
from occurring
Greater emphasis on customer satisfaction
7. 9-7
The Quality Gurus
Walter Shewhart
“Father of statistical quality control”
W. Edwards Deming
Joseph M. Juran
Armand Feignbaum
Philip B. Crosby
Kaoru Ishikawa
Genichi Taguchi
8. 9-8
Key Contributors to Quality
Management
Contributor
Deming
Juran
Feignbaum
Crosby
Ishikawa
Taguchi
Ohno and
Shingo
Known for
14 points; special & common causes of
variation
Quality is fitness for use; quality trilogy
Quality is a total field
Quality is free; zero defects
Cause-and effect diagrams; quality
circles
Taguchi loss function
Continuous improvenment
Quality
Table 9.2
9. 9-9
Dimensions of Quality
Performance - main characteristics of the
product/service
Aesthetics - appearance, feel, smell,
taste
Special Features - extra characteristics
Conformance - how well product/service
conforms to customer’s expectations
Reliability - consistency of performance
10. 9-10
Dimensions of Quality (Cont’d)
Durability - useful life of the
product/service
Perceived Quality - indirect evaluation of
quality (e.g. reputation)
Serviceability - service after sale
11. 9-11
Examples of Quality Dimensions
Dimension
1. Performance
2. Aesthetics
3. Special features
(Product)
Automobile
Everything works, fit &
finish
Ride, handling, grade of
materials used
Interior design, soft touch
Gauge/control placement
Cellular phone, CD
player
(Service)
Auto Repair
All work done, at agreed
price
Friendliness, courtesy,
Competency, quickness
Clean work/waiting area
Location, call when ready
Computer diagnostics
12. 9-12
Examples of Quality Dimensions
(Cont’d)
Dimension
5. Reliability
6. Durability
7. Perceived
quality
8. Serviceability
(Product)
Automobile
Infrequency of breakdowns
Useful life in miles, resistance
to rust & corrosion
Top-rated car
Handling of complaints and/or
requests for information
(Service)
Auto Repair
Work done correctly,
ready when promised
Work holds up over
time
Award-winning service
department
Handling of complaints
14. 9-14
Examples of Service Quality
Dimension Examples
1. Convenience Was the service center conveniently located?
2. Reliability Was the problem fixed?
3. Responsiveness Were customer service personnel willing and
able to answer questions?
4. Time How long did the customer wait?
5. Assurance Did the customer service personnel seem
knowledgeable about the repair?
6. Courtesy Were customer service personnel and the
cashier friendly and courteous?
7. Tangibles Were the facilities clean, personnel neat?
Table 9.4
15. 9-15
Challenges with Service Quality
Customer expectations often change
Different customers have different
expectations
Each customer contact is a “moment of truth”
Customer participation can affect perception
of quality
Fail-safing must be designed into the system
17. 9-17
Determinants of Quality (cont’d)
Quality of design
Intension of designers to include or exclude
features in a product or service
Quality of conformance
The degree to which goods or services
conform to the intent of the designers
19. 9-19
Top management
Design
Procurement
Production/operations
Quality assurance
Packaging and shipping
Marketing and sales
Customer service
Responsibility for Quality
20. 9-20
Costs of Quality
Failure Costs - costs incurred by defective
parts/products or faulty services.
Internal Failure Costs
Costs incurred to fix problems that are detected
before the product/service is delivered to the
customer.
External Failure Costs
All costs incurred to fix problems that are
detected after the product/service is delivered to
the customer.
21. 9-21
Costs of Quality (continued)
Appraisal Costs
Costs of activities designed to ensure
quality or uncover defects
Prevention Costs
All TQ training, TQ planning, customer
assessment, process control, and quality
improvement costs to prevent defects from
occurring
22. 9-22
Substandard work
Defective products
Substandard service
Poor designs
Shoddy workmanship
Substandard parts and materials
Ethics and Quality
Having knowledge of this and failing to correct
and report it in a timely manner is unethical.
24. 9-24
Malcolm Baldrige National
Quality Award
1.0 Leadership (125 points)
2.0 Strategic Planning (85 points)
3.0 Customer and Market Focus (85 points)
4.0 Information and Analysis (85 points)
5.0 Human Resource Focus (85 points)
6.0 Process Management (85 points)
7.0 Business Results (450 points)
25. 9-25
Benefits of Baldrige Competition
Financial success
Winners share their knowledge
The process motivates employees
The process provides a well-designed
quality system
The process requires obtaining data
The process provides feedback
26. 9-26
European Quality Award
Prizes intended to identify role models
Leadership
Customer focus
Corporate social responsibility
People development and involvement
Results orientation
27. 9-27
The Deming Prize
Honoring W. Edwards Deming
Japan’s highly coveted award
Main focus on statistical quality
control
28. 9-28
Quality Certification
ISO 9000
Set of international standards on quality
management and quality assurance, critical to
international business
ISO 14000
A set of international standards for
assessing a company’s environmental
performance
30. 9-30
ISO 9000 Quality Management
Principles
Customer focus
Leadership
People involvement
Process approach
A systems approach to management
Continual improvement
Factual approach to decision making
Mutually beneficial supplier relationships
31. 9-31
ISO 14000 - A set of international
standards for assessing a company’s
environmental performance
Standards in three major areas
Management systems
Operations
Environmental systems
ISO 14000
32. 9-32
Management systems
Systems development and integration of
environmental responsibilities into business
planning
Operations
Consumption of natural resources and
energy
Environmental systems
Measuring, assessing and managing
emissions, effluents, and other waste
ISO 14000
33. 9-33
Total Quality Management
A philosophy that involves everyone in
an organization in a continual effort to
improve quality and achieve customer
satisfaction.
T Q M
34. 9-34
1.Find out what the customer wants
2.Design a product or service that meets
or exceeds customer wants
3.Design processes that facilitates doing
the job right the first time
4.Keep track of results
5.Extend these concepts to suppliers
The TQM Approach
35. 9-35
Elements of TQM
1. Continual improvement
2. Competitive benchmarking
3. Employee empowerment
4. Team approach
5. Decisions based on facts
6. Knowledge of tools
7. Supplier quality
8. Champion
9. Quality at the source
10.Suppliers
36. 9-36
Continuous Improvement
Philosophy that seeks to make never-
ending improvements to the process of
converting inputs into outputs.
Kaizen: Japanese
word for continuous
improvement.
37. 9-37
Quality at the Source
The philosophy of making each
worker responsible for the
quality of his or her work.
38. 9-38
Six Sigma
Statistically
Having no more than 3.4 defects per million
Conceptually
Program designed to reduce defects
Requires the use of certain tools and
techniques
Six sigma: A business process for improving
quality, reducing costs, and increasing
customer satisfaction.
39. 9-39
Six Sigma Programs
Six Sigma programs
Improve quality
Save time
Cut costs
Employed in
Design
Production
Service
Inventory management
Delivery
40. 9-40
Six Sigma Management
Providing strong leadership
Defining performance metrics
Selecting projects likely to succeed
Selecting and training appropriate people
41. 9-41
Six Sigma Technical
Improving process performance
Reducing variation
Utilizing statistical models
Designing a structured improvement
strategy
42. 9-42
Six Sigma Team
Top management
Program champions
Master “black belts”
“Black belts”
“Green belts”
44. 9-44
Lack of:
Company-wide definition of quality
Strategic plan for change
Customer focus
Real employee empowerment
Strong motivation
Time to devote to quality initiatives
Leadership
Obstacles to Implementing TQM
45. 9-45
Poor inter-organizational communication
View of quality as a “quick fix”
Emphasis on short-term financial results
Internal political and “turf” wars
Obstacles to Implementing TQM
46. 9-46
Criticisms of TQM
1. Blind pursuit of TQM programs
2. Programs may not be linked to strategies
3. Quality-related decisions may not be tied
to market performance
4. Failure to carefully plan a program
47. 9-47
Basic Steps in Problem Solving
1.Define the problem and establish an
improvement goal
2.Define measures and collect data
3.Analyze the problem
4.Generate potential solutions
5.Choose a solution
6.Implement the solution
7.Monitor the solution to see if it
accomplishes the goal
49. 9-49
The Process Improvement Cycle
Implement the
Improved process
Select a
process
Study/document
Seek ways to
Improve it
Design an
Improved process
Evaluate
Document
Figure. 9.3
50. 9-50
Process Improvement: A systematic
approach to improving a process
Process mapping
Analyze the process
Redesign the process
Process Improvement
51. 9-51
Process Improvement and Tools
Process improvement - a systematic
approach to improving a process
Process mapping
Analyze the process
Redesign the process
Tools
There are a number of tools that can be
used for problem solving and process
improvement
Tools aid in data collection and
interpretation, and provide the basis for
decision making
54. 9-54
Pareto Analysis
80% of the
problems
may be
attributed to
20% of the
causes.
Smeared
print
Number
of
defects
Off
center
Missing
label
Loose Other
60. 9-60
Team approach
List reduction
Balance sheet
Paired comparisons
Quality Circles
61. 9-61
Identify a critical process that needs
improving
Identify an organization that excels in
this process
Contact that organization
Analyze the data
Improve the critical process
Benchmarking Process