This document outlines the complaints and customer feedback policy and procedures for Pathway Group. It aims to ensure a clear framework for handling all complaints and compliments in a consistent manner. The policy provides a two-step procedure for complaints - an initial informal resolution process followed by a formal written complaints procedure if needed. It also describes an appeals process if the complainant is dissatisfied with the initial complaint outcome. All complaints and compliments are recorded centrally to monitor trends and support continuous improvement.
toys and job design at the Hovey and beard companysudhirmalekar21
The document summarizes a case study of the Hovey and Beard toy manufacturing company. The company was facing issues like absenteeism and low productivity in their paint room operation managed by women. To address this, the supervisor allowed the women to control the speed of the conveyor belt within set limits. This increased flexibility improved worker satisfaction and significantly increased productivity and quality while reducing issues like absenteeism. The experience highlights the importance of job design that considers human needs and relationships.
This document provides an overview of just-in-time (JIT) manufacturing. It describes JIT as a philosophy involving minimal inventories and goods that move through the system as needed. The document outlines the history and evolution of JIT in Japan after World War II. It also discusses the seven types of waste in manufacturing that JIT aims to eliminate and lists some key principles of JIT including total quality management, pull-based production, and inventory management with the goal of zero inventory. The document concludes by discussing advantages like reduced waste and disadvantages like risk from supply disruptions of implementing JIT manufacturing.
El documento proporciona instrucciones para dibujar un mandala en 3 pasos: 1) trazar un marco y líneas divisorias en una hoja, 2) dibujar rombos y rectángulos uniendo los puntos, y 3) terminar el diseño añadiendo líneas y curvas creativas antes de colorearlo. Se anima al lector a ser original e inventivo con su propio mandala único.
This document outlines the policy and procedure for handling client complaints at a law practice. It establishes guidelines for resolving client complaints in a quick, professional and responsive manner. The policy states that all complaints will be investigated and clients provided a detailed response. It defines a complaint and assigns responsibilities. The procedure details the steps to be taken from receiving the complaint to investigating, responding to the client and identifying any corrective actions needed. It also requires quarterly analysis of complaints to identify systemic issues and an annual review of the redress process.
This document discusses quality auditing. It defines auditing and quality auditing, outlines quality auditing standards and types of audits. It describes audit activities like planning, information gathering, communication, drafting the audit report, and getting management response. The document explains roles of client, auditor and auditee in audits and the audit process from notification to feedback. It provides guidance on managing an audit program according to ISO 19011.
toys and job design at the Hovey and beard companysudhirmalekar21
The document summarizes a case study of the Hovey and Beard toy manufacturing company. The company was facing issues like absenteeism and low productivity in their paint room operation managed by women. To address this, the supervisor allowed the women to control the speed of the conveyor belt within set limits. This increased flexibility improved worker satisfaction and significantly increased productivity and quality while reducing issues like absenteeism. The experience highlights the importance of job design that considers human needs and relationships.
This document provides an overview of just-in-time (JIT) manufacturing. It describes JIT as a philosophy involving minimal inventories and goods that move through the system as needed. The document outlines the history and evolution of JIT in Japan after World War II. It also discusses the seven types of waste in manufacturing that JIT aims to eliminate and lists some key principles of JIT including total quality management, pull-based production, and inventory management with the goal of zero inventory. The document concludes by discussing advantages like reduced waste and disadvantages like risk from supply disruptions of implementing JIT manufacturing.
El documento proporciona instrucciones para dibujar un mandala en 3 pasos: 1) trazar un marco y líneas divisorias en una hoja, 2) dibujar rombos y rectángulos uniendo los puntos, y 3) terminar el diseño añadiendo líneas y curvas creativas antes de colorearlo. Se anima al lector a ser original e inventivo con su propio mandala único.
This document outlines the policy and procedure for handling client complaints at a law practice. It establishes guidelines for resolving client complaints in a quick, professional and responsive manner. The policy states that all complaints will be investigated and clients provided a detailed response. It defines a complaint and assigns responsibilities. The procedure details the steps to be taken from receiving the complaint to investigating, responding to the client and identifying any corrective actions needed. It also requires quarterly analysis of complaints to identify systemic issues and an annual review of the redress process.
This document discusses quality auditing. It defines auditing and quality auditing, outlines quality auditing standards and types of audits. It describes audit activities like planning, information gathering, communication, drafting the audit report, and getting management response. The document explains roles of client, auditor and auditee in audits and the audit process from notification to feedback. It provides guidance on managing an audit program according to ISO 19011.
The document outlines agreed upon customer requirements and processes for understanding customer needs, measuring customer satisfaction, obtaining customer feedback, and resolving complaints. Key requirements include understanding customer requirements, having a documented policy for customer handling, and reviewing contracts. Customer satisfaction should be measured through both qualitative and quantitative measures. Feedback forums and complaint resolution processes are important for continuous improvement.
Pathway College provides training and qualifications. It aims to identify and exceed client expectations in quality, service, and value. This is achieved through recruiting with integrity, training with integrity using qualified staff, and continuously improving training materials and staff qualifications. Training is also provided in the workplace. Pathway College offers information, advice, guidance, courses, and job search assistance. It asks that students attend regularly, respect others, take responsibility for their learning, and provide feedback. Pathway College promotes equal opportunities and has a complaints procedure and academic appeals process.
Total Quality Management (BUSS 20005) – Spring - 2021 – CW MoseStaton39
Total Quality Management (BUSS 20005) – Spring - 2021 – CW 1(Assignment) – Session A – QP
MEC_AMO_TEM_035_02 Page 1 of 12
Instructions to Student
General Instructions/information for the students for completing the assignment
Answer all questions.
Deadline of submission: 21/04/2021 23:59
The marks received on the assignment will be scaled down to the actual weightage
of the assignment which is 50 marks
Word Count 1500 +/- 10%
Formative feedback on the complete assignment draft will be provided if the draft is
submitted at least 10 days before the final submission date.
Feedback after final evaluation will be provided by 08/05/2021
Module Learning Outcomes
The following LOs are achieved by the student by completing the assignment successfully
1) Apply the fundamentals of Total Quality Management and various quality systems like
ISO and its standards.
2) Evaluate various tools and techniques for Total Quality Management.
Assignment Objective
After completing this assignment, You will be able to apply the fundamentals of Total Quality
Management and various quality systems like ISO and its standards. You will also be able to evaluate
various tools and techniques for Total Quality Management.
Assignment Tasks
Case Study
In the 1970s, a General Electric task force studied consumer perceptions of the quality
of various GE product lines. Lines with relatively poor reputations for quality were found
to de-emphasize the customer's viewpoint, regard quality as synonymous with tight
tolerance and conformance to specifications, tie quality objectives to manufacturing
flow, express quality objectives as the number of defects per unit, and use formal quality
control system only in manufacturing. In contrast, product lines that received customer
`
IN SEMESTER (INDIVIDUAL) ASSIGNMENT
Module Code: BUSS 20005 Module Name: Total Quality Management
Level: 2 Max. Marks: 100
Total Quality Management (BUSS 20005) – Spring - 2021 – CW 1(Assignment) – Session A – QP
MEC_AMO_TEM_035_02 Page 2 of 12
praise were found to emphasize satisfying customer expectations, determine customer
needs through market research, use customer-based quality performance measures
and have formalised quality control systems in place for all business functions, not
solely for manufacturing. The task force concluded that "Quality must not be viewed
solely as a technical descipline, but rather as a managerial discipline". That is, quality
issues permeate all aspects of business enterprise: design, marketing, manufacturing,
human resources management, supplier relations and financial management, to name
just a few. As companies came to recognise the broad concept of quality, the concept
of total quality emerged.
The principles of total quality at General Electric become an essential part of the
organisation's culture. The ...
The document discusses quality assurance in healthcare. It defines quality assurance and outlines its key concepts, objectives, principles and approaches. The document also discusses the quality assurance cycle which is an ongoing, systematic process to evaluate healthcare services. It involves planning, setting standards, monitoring quality, identifying areas for improvement, implementing solutions and evaluating efforts. Common quality assurance models and indicators are also outlined.
The document outlines an audit program for reviewing a system development lifecycle (SDLC) project. It includes steps for planning the audit, performing risk assessments, reviewing documentation for various project phases, issuing audit reports, and closing out the audit. The objectives are to assess project management, compliance with policies, security controls, internal controls, and whether the project will achieve its expected benefits and objectives. Risks relate to project management, system design, data conversion, and whether the new system will meet user needs and strategy. Controls involve governance policies, contract terms, project documentation, and testing procedures.
This document discusses quality assurance in nursing care. It defines quality assurance and describes its meaning, concepts, objectives, purposes, principles, approaches, components, models, indicators and resources. Quality assurance aims to ensure delivery of high quality patient care through ongoing evaluation and improvement of healthcare services and their impact. It originated in manufacturing to ensure customer satisfaction and has since been applied to healthcare to guarantee quality and accountability in nursing services.
Top management shall regularly review the organization's quality management system to ensure its continuing suitability, adequacy, and effectiveness. This review analyzes opportunities for improvement and considers changes needed to policies and objectives. Records of management reviews are maintained.
The inputs to management review include information on audits, customer feedback, process and product performance, corrective actions, previous review follow-ups, system changes, and recommendations for improvement.
The outputs from management review include decisions and actions related to improving system and process effectiveness, product quality regarding customer requirements, and resource needs.
This document summarizes a workshop discussing proposals to improve the timeliness of pension and investment transfers between financial institutions in the UK. Key discussion points included clarifying the definition of a "step" in the transfer process, exemptions to the proposed 48-hour standard for completing each step, data needs to monitor industry performance, and implementation timeframes. The group aimed to draft an industry statement by end of 2017 outlining the scope, exemptions and timelines for adopting the 48-hour standard across different parts of the financial sector.
HA4200 Course Project
Description
The HA4200 Healthcare Financial Management course project is a course project that requires students
to integrate what they have learned in the course learning plans. The course project will begin in week 2
of the course and continue until week 11, culminating with an interview of a healthcare financial
manager and consulting proposal for improving an organization’s financial operations. It is important for
students to review the entire course project requirements and plan to complete the key components
required.
The HA4200 Course Project requirements are outlined below.
Part 1 Healthcare Financial Manager Search
Begin Week 2
Complete Week 5
Total Time: 6 hours
Points 20
Students will need to locate a healthcare professional who has managed a healthcare operating budget.
This can be in any type of healthcare facility or department in a healthcare facility. Some examples can
be a doctors office, group practice, medical clinic, hospital, log-term care facility or home healthcare
agency, etc.
The goal of the interview will be to meet in person or by phone with the healthcare professional in order
to conduct a 15-30 minute interview as it relates to their experience with managing a healthcare
financial budget. The requirements for receiving credit for locating the healthcare professional to
interview include:
1. Name and position title
2. Organization Name and type
3. Years of experience managing a healthcare budget
4. Training, credentials, education or degree
Students will begin their search for a healthcare professional on Monday of Week 2 and submit the
required information by Sunday of Week 5 for approval.
Students may not move forward with the interview unless they have approval from the instructor for
the healthcare professional selected for an interview.
Part 2: Interview Plan and Question Development
Begin Week 6
Submit Week 7
Total Time 4 hrs
Points 20
Before conducting an interview, it is important for you to prepare interview questions and prepare for
the interview. The requirements for your interview planning and questions include:
1. Conduct an internet or library search for examples related to developing interview questions.
Make sure to list your sources in a reference list.
2. You must have at least the following topics included in your interview plan and questions:
a. The date and time you plan to conduct your interview
b. Modality of the interview (i.e. in person or by phone)
c. 2-3 Questions related to the following (you may simply ask for examples of some
information if confidential to the organization):
i. Assets and liabilities
ii. Revenue and Expenses
iii. Staffing (ask about number of employees and number of shifts)
iv. Reporting Tools and Performance Measure
v. Budget Trends and Forecasting
vi. Operating Budget management and planning
vii. Capital Equipment (ask about high end equipment, estimated coast and life ...
The document proposes a centralized audit team to independently audit invoices processed by various agencies. The team will focus on enhancing service quality, improving output quality and timeliness, and reducing common errors. It outlines a phased approach to initially implement the team for two high volume agencies, then expand team access and audit coverage to all agencies. The team will identify process improvements, maintain knowledge databases, and ensure new developments are shared. Key roles of senior executives, executives and the booking team are defined to coordinate the audit process.
This document contains questions and answers about auditing processes and quality systems. It discusses the different types of audits, defines audit evidence and lists factors that affect audit evidence reliability. It explains the audit process steps and defines nonconformities, classifying them into critical, major and minor types with examples. It also lists the elements of a quality system, discussing management responsibilities. Other questions cover cGMP regulations regarding premises, personnel, equipment and raw materials, packaging and labeling controls. Quality system elements like manufacturing operations and evaluation activities are also explained.
Appeals policy and Procedure for Pathway, BirminghamThe Pathway Group
Please feel free to read through our Appeals Policy and Procedure. If you would like further information on any of our policies or on Pathway Group please feel free to contact us.
This document provides an agenda and overview for a two-day process auditing training workshop. Day 1 covers introductions, process definitions, customer satisfaction, continual improvement, and process auditing methodology. Day 2 covers audit performance, nonconformances, auditing top management, and concludes with a wrap-up session. The workshop aims to provide auditors with skills to conduct process audits and add value to their organization.
This document provides an overview of Chapter 3 from a hospitality management course on supply chain management. It discusses the five key components of the supply chain management process: planning, developing/sourcing, making, delivering, and returning. For each component, it describes the main activities and goals. It also covers topics like supplier development, product development within hospitality, and returns management. The overall purpose is to explain the supply chain management process and its application within the hotel industry.
The document discusses quality from different perspectives including the consumer and producer. From the consumer's perspective, quality is determined by what attributes satisfy consumer needs and willingness to pay. Producers view quality as conforming to design specifications during production. Total quality management focuses on customer satisfaction, employee involvement, and continuous improvement. Quality costs fall into prevention costs to ensure quality or costs of failure from poor quality like rework, scrap, and lost sales. Improving quality by reducing defects increases productivity by boosting good output and lowering waste.
ERVQUAL is an instrument developed by Zeithaml, Parasuraman and Berry, and is an approach for measuring service quality in order to compare customers' expectations before a service encounter and their perceptions of the actual service delivered. On the other hand, Dr. Yoji Akao, originally developed quality function deployment (QFD) in Japan in 1966.1 QFD is the concept that every design, manaufacutring process, and marketing are carried out in such a way that they meet the expressed needs of the customer. A main (QFD) tool is known as “House of Quality” (HOQ). This paper aims to outline the purpose and usage of both tools: HOQ and SERVQUAL.
1) Main steps you plan to take to pursue the objectives and find tMartineMccracken314
This document outlines a marketing plan proposal for a cleaning company called Jetsudz Cleaning Inc. The proposal discusses:
1) Recommendations for building the company's brand through tactics like designing a new logo, developing a website and social media presence, and search engine optimization.
2) Segmenting and targeting different customer groups to develop effective marketing strategies.
3) Using various marketing communication tools like advertising, email marketing, content creation, and distributing flyers to promote the company and its services.
4) Creating a professional website and optimizing it with search engine optimization tools to boost sales and market value.
The proposal provides a structured plan to enhance brand awareness, attract new customers, and
1) Main steps you plan to take to pursue the objectives and find tAbbyWhyte974
1) Main steps you plan to take to pursue the objectives and find the solution within the clear and structured timeline
Objectives
This proposal outlines the right marketing plan for strong your company’s brand awareness along with the detailed descriptions of our recommendations and steps.
· Design a new logo for smart the brand recognition.
· Develop a website and order booking system.
· Spread your brand with Social Media marketing
Monitoring brand reputation by using social media marketing platform and using influencer’s positive effect to promote brand.
· Provide the SEO tools to optimize the website’s traffic.
· Invest in PPC Advertising
· Email Marketing
· Pose contents about the company’s background and share the tips for cleaning to inspire customers
· Distribute flyers include service, description, discount, availability and sells directly to customers
· “Word of Mouth” Encourage a referral program to meet up with potential customers in person.
· Maintain the reputation, listen and fulfill customer’s needs
Mission
Enhance the brand awareness and attract customers, showing respect to the customers are the powerful sustainable advantages for the organizations. Provide the professional highest standard cleaning technology to meet the customer’s requirement and keep the good relationship with them.
Description of Potential
Solution
s
Organizational Branding
Creating a corporate brand is an important task; identifying the mission, values, vision, slogan, and logo provides an entity for "Jetsudz Cleaning Inc." and effectively promotes the business to the potential client (Ajike, 2015).
Market segmentation and market boundaries
The segmentation and delimitation of the customers of Jetsudz Cleaning Inc. company is a critical element in determining where the company is targeting its customers. Creating a list of potential customers and classifying them into diverse groups allows companies to develop strategies for the right audiences (Dolnicar et al., 2018).
Marketing Communication Tools
In promoting Jetsudz Cleaning Inc., it is necessary to use marketing tools effectively. The idea is to massively reach the public by advertising the trade name and highlighting the professional work that the company does and the mission of the organization. A clear marketing strategy is a primary tool to reach customers and create trade bonds (Nikunen et al.,2017).
Create a professional Website and Provide SEO tools
When a business has a website, it raises its prestige while allowing customers to increase their confidence level in the product or service. A website will help boost the sales, productivity, and market value of Jetsudz Cleaning Inc. (Ntui, 2021).
This proposal will give the main recommendations for creating and managing the company website.
Student Pack What is the purpose of this document?
The StudentPack is the document you, the student, needs to complete to demonstrate competency. This document incl ...
Here are the key next steps after validating your pre-assessment tool:
1. Document the validation process and outcomes. Record how the tool was tested, what was evaluated, any issues identified, and actions taken.
2. Make any necessary changes or improvements to the tool based on the validation results. Modify the tool, assessment methods, guidelines, or training as needed.
3. Implement the validated tool for pre-assessing learners. Use the tool consistently as part of the enrolment process to identify learner support requirements.
4. Review learner pre-assessment results on an ongoing basis. Monitor outcomes for continual improvement opportunities. Look for inconsistencies or gaps to address through future validation.
5. Re
Responsible Individual Training - F5 Foster Care.pptxThe Pathway Group
An independent fostering agency must have a registered provider and a responsible individual (RI) who represents the organization to Ofsted. The RI is accountable for ensuring legislation is implemented and has responsibilities in relation to managers, staff, children, and foster carers. The RI must follow the applicable National Minimum Standards and ensure the welfare of children in care.
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The document outlines agreed upon customer requirements and processes for understanding customer needs, measuring customer satisfaction, obtaining customer feedback, and resolving complaints. Key requirements include understanding customer requirements, having a documented policy for customer handling, and reviewing contracts. Customer satisfaction should be measured through both qualitative and quantitative measures. Feedback forums and complaint resolution processes are important for continuous improvement.
Pathway College provides training and qualifications. It aims to identify and exceed client expectations in quality, service, and value. This is achieved through recruiting with integrity, training with integrity using qualified staff, and continuously improving training materials and staff qualifications. Training is also provided in the workplace. Pathway College offers information, advice, guidance, courses, and job search assistance. It asks that students attend regularly, respect others, take responsibility for their learning, and provide feedback. Pathway College promotes equal opportunities and has a complaints procedure and academic appeals process.
Total Quality Management (BUSS 20005) – Spring - 2021 – CW MoseStaton39
Total Quality Management (BUSS 20005) – Spring - 2021 – CW 1(Assignment) – Session A – QP
MEC_AMO_TEM_035_02 Page 1 of 12
Instructions to Student
General Instructions/information for the students for completing the assignment
Answer all questions.
Deadline of submission: 21/04/2021 23:59
The marks received on the assignment will be scaled down to the actual weightage
of the assignment which is 50 marks
Word Count 1500 +/- 10%
Formative feedback on the complete assignment draft will be provided if the draft is
submitted at least 10 days before the final submission date.
Feedback after final evaluation will be provided by 08/05/2021
Module Learning Outcomes
The following LOs are achieved by the student by completing the assignment successfully
1) Apply the fundamentals of Total Quality Management and various quality systems like
ISO and its standards.
2) Evaluate various tools and techniques for Total Quality Management.
Assignment Objective
After completing this assignment, You will be able to apply the fundamentals of Total Quality
Management and various quality systems like ISO and its standards. You will also be able to evaluate
various tools and techniques for Total Quality Management.
Assignment Tasks
Case Study
In the 1970s, a General Electric task force studied consumer perceptions of the quality
of various GE product lines. Lines with relatively poor reputations for quality were found
to de-emphasize the customer's viewpoint, regard quality as synonymous with tight
tolerance and conformance to specifications, tie quality objectives to manufacturing
flow, express quality objectives as the number of defects per unit, and use formal quality
control system only in manufacturing. In contrast, product lines that received customer
`
IN SEMESTER (INDIVIDUAL) ASSIGNMENT
Module Code: BUSS 20005 Module Name: Total Quality Management
Level: 2 Max. Marks: 100
Total Quality Management (BUSS 20005) – Spring - 2021 – CW 1(Assignment) – Session A – QP
MEC_AMO_TEM_035_02 Page 2 of 12
praise were found to emphasize satisfying customer expectations, determine customer
needs through market research, use customer-based quality performance measures
and have formalised quality control systems in place for all business functions, not
solely for manufacturing. The task force concluded that "Quality must not be viewed
solely as a technical descipline, but rather as a managerial discipline". That is, quality
issues permeate all aspects of business enterprise: design, marketing, manufacturing,
human resources management, supplier relations and financial management, to name
just a few. As companies came to recognise the broad concept of quality, the concept
of total quality emerged.
The principles of total quality at General Electric become an essential part of the
organisation's culture. The ...
The document discusses quality assurance in healthcare. It defines quality assurance and outlines its key concepts, objectives, principles and approaches. The document also discusses the quality assurance cycle which is an ongoing, systematic process to evaluate healthcare services. It involves planning, setting standards, monitoring quality, identifying areas for improvement, implementing solutions and evaluating efforts. Common quality assurance models and indicators are also outlined.
The document outlines an audit program for reviewing a system development lifecycle (SDLC) project. It includes steps for planning the audit, performing risk assessments, reviewing documentation for various project phases, issuing audit reports, and closing out the audit. The objectives are to assess project management, compliance with policies, security controls, internal controls, and whether the project will achieve its expected benefits and objectives. Risks relate to project management, system design, data conversion, and whether the new system will meet user needs and strategy. Controls involve governance policies, contract terms, project documentation, and testing procedures.
This document discusses quality assurance in nursing care. It defines quality assurance and describes its meaning, concepts, objectives, purposes, principles, approaches, components, models, indicators and resources. Quality assurance aims to ensure delivery of high quality patient care through ongoing evaluation and improvement of healthcare services and their impact. It originated in manufacturing to ensure customer satisfaction and has since been applied to healthcare to guarantee quality and accountability in nursing services.
Top management shall regularly review the organization's quality management system to ensure its continuing suitability, adequacy, and effectiveness. This review analyzes opportunities for improvement and considers changes needed to policies and objectives. Records of management reviews are maintained.
The inputs to management review include information on audits, customer feedback, process and product performance, corrective actions, previous review follow-ups, system changes, and recommendations for improvement.
The outputs from management review include decisions and actions related to improving system and process effectiveness, product quality regarding customer requirements, and resource needs.
This document summarizes a workshop discussing proposals to improve the timeliness of pension and investment transfers between financial institutions in the UK. Key discussion points included clarifying the definition of a "step" in the transfer process, exemptions to the proposed 48-hour standard for completing each step, data needs to monitor industry performance, and implementation timeframes. The group aimed to draft an industry statement by end of 2017 outlining the scope, exemptions and timelines for adopting the 48-hour standard across different parts of the financial sector.
HA4200 Course Project
Description
The HA4200 Healthcare Financial Management course project is a course project that requires students
to integrate what they have learned in the course learning plans. The course project will begin in week 2
of the course and continue until week 11, culminating with an interview of a healthcare financial
manager and consulting proposal for improving an organization’s financial operations. It is important for
students to review the entire course project requirements and plan to complete the key components
required.
The HA4200 Course Project requirements are outlined below.
Part 1 Healthcare Financial Manager Search
Begin Week 2
Complete Week 5
Total Time: 6 hours
Points 20
Students will need to locate a healthcare professional who has managed a healthcare operating budget.
This can be in any type of healthcare facility or department in a healthcare facility. Some examples can
be a doctors office, group practice, medical clinic, hospital, log-term care facility or home healthcare
agency, etc.
The goal of the interview will be to meet in person or by phone with the healthcare professional in order
to conduct a 15-30 minute interview as it relates to their experience with managing a healthcare
financial budget. The requirements for receiving credit for locating the healthcare professional to
interview include:
1. Name and position title
2. Organization Name and type
3. Years of experience managing a healthcare budget
4. Training, credentials, education or degree
Students will begin their search for a healthcare professional on Monday of Week 2 and submit the
required information by Sunday of Week 5 for approval.
Students may not move forward with the interview unless they have approval from the instructor for
the healthcare professional selected for an interview.
Part 2: Interview Plan and Question Development
Begin Week 6
Submit Week 7
Total Time 4 hrs
Points 20
Before conducting an interview, it is important for you to prepare interview questions and prepare for
the interview. The requirements for your interview planning and questions include:
1. Conduct an internet or library search for examples related to developing interview questions.
Make sure to list your sources in a reference list.
2. You must have at least the following topics included in your interview plan and questions:
a. The date and time you plan to conduct your interview
b. Modality of the interview (i.e. in person or by phone)
c. 2-3 Questions related to the following (you may simply ask for examples of some
information if confidential to the organization):
i. Assets and liabilities
ii. Revenue and Expenses
iii. Staffing (ask about number of employees and number of shifts)
iv. Reporting Tools and Performance Measure
v. Budget Trends and Forecasting
vi. Operating Budget management and planning
vii. Capital Equipment (ask about high end equipment, estimated coast and life ...
The document proposes a centralized audit team to independently audit invoices processed by various agencies. The team will focus on enhancing service quality, improving output quality and timeliness, and reducing common errors. It outlines a phased approach to initially implement the team for two high volume agencies, then expand team access and audit coverage to all agencies. The team will identify process improvements, maintain knowledge databases, and ensure new developments are shared. Key roles of senior executives, executives and the booking team are defined to coordinate the audit process.
This document contains questions and answers about auditing processes and quality systems. It discusses the different types of audits, defines audit evidence and lists factors that affect audit evidence reliability. It explains the audit process steps and defines nonconformities, classifying them into critical, major and minor types with examples. It also lists the elements of a quality system, discussing management responsibilities. Other questions cover cGMP regulations regarding premises, personnel, equipment and raw materials, packaging and labeling controls. Quality system elements like manufacturing operations and evaluation activities are also explained.
Appeals policy and Procedure for Pathway, BirminghamThe Pathway Group
Please feel free to read through our Appeals Policy and Procedure. If you would like further information on any of our policies or on Pathway Group please feel free to contact us.
This document provides an agenda and overview for a two-day process auditing training workshop. Day 1 covers introductions, process definitions, customer satisfaction, continual improvement, and process auditing methodology. Day 2 covers audit performance, nonconformances, auditing top management, and concludes with a wrap-up session. The workshop aims to provide auditors with skills to conduct process audits and add value to their organization.
This document provides an overview of Chapter 3 from a hospitality management course on supply chain management. It discusses the five key components of the supply chain management process: planning, developing/sourcing, making, delivering, and returning. For each component, it describes the main activities and goals. It also covers topics like supplier development, product development within hospitality, and returns management. The overall purpose is to explain the supply chain management process and its application within the hotel industry.
The document discusses quality from different perspectives including the consumer and producer. From the consumer's perspective, quality is determined by what attributes satisfy consumer needs and willingness to pay. Producers view quality as conforming to design specifications during production. Total quality management focuses on customer satisfaction, employee involvement, and continuous improvement. Quality costs fall into prevention costs to ensure quality or costs of failure from poor quality like rework, scrap, and lost sales. Improving quality by reducing defects increases productivity by boosting good output and lowering waste.
ERVQUAL is an instrument developed by Zeithaml, Parasuraman and Berry, and is an approach for measuring service quality in order to compare customers' expectations before a service encounter and their perceptions of the actual service delivered. On the other hand, Dr. Yoji Akao, originally developed quality function deployment (QFD) in Japan in 1966.1 QFD is the concept that every design, manaufacutring process, and marketing are carried out in such a way that they meet the expressed needs of the customer. A main (QFD) tool is known as “House of Quality” (HOQ). This paper aims to outline the purpose and usage of both tools: HOQ and SERVQUAL.
1) Main steps you plan to take to pursue the objectives and find tMartineMccracken314
This document outlines a marketing plan proposal for a cleaning company called Jetsudz Cleaning Inc. The proposal discusses:
1) Recommendations for building the company's brand through tactics like designing a new logo, developing a website and social media presence, and search engine optimization.
2) Segmenting and targeting different customer groups to develop effective marketing strategies.
3) Using various marketing communication tools like advertising, email marketing, content creation, and distributing flyers to promote the company and its services.
4) Creating a professional website and optimizing it with search engine optimization tools to boost sales and market value.
The proposal provides a structured plan to enhance brand awareness, attract new customers, and
1) Main steps you plan to take to pursue the objectives and find tAbbyWhyte974
1) Main steps you plan to take to pursue the objectives and find the solution within the clear and structured timeline
Objectives
This proposal outlines the right marketing plan for strong your company’s brand awareness along with the detailed descriptions of our recommendations and steps.
· Design a new logo for smart the brand recognition.
· Develop a website and order booking system.
· Spread your brand with Social Media marketing
Monitoring brand reputation by using social media marketing platform and using influencer’s positive effect to promote brand.
· Provide the SEO tools to optimize the website’s traffic.
· Invest in PPC Advertising
· Email Marketing
· Pose contents about the company’s background and share the tips for cleaning to inspire customers
· Distribute flyers include service, description, discount, availability and sells directly to customers
· “Word of Mouth” Encourage a referral program to meet up with potential customers in person.
· Maintain the reputation, listen and fulfill customer’s needs
Mission
Enhance the brand awareness and attract customers, showing respect to the customers are the powerful sustainable advantages for the organizations. Provide the professional highest standard cleaning technology to meet the customer’s requirement and keep the good relationship with them.
Description of Potential
Solution
s
Organizational Branding
Creating a corporate brand is an important task; identifying the mission, values, vision, slogan, and logo provides an entity for "Jetsudz Cleaning Inc." and effectively promotes the business to the potential client (Ajike, 2015).
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The segmentation and delimitation of the customers of Jetsudz Cleaning Inc. company is a critical element in determining where the company is targeting its customers. Creating a list of potential customers and classifying them into diverse groups allows companies to develop strategies for the right audiences (Dolnicar et al., 2018).
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In promoting Jetsudz Cleaning Inc., it is necessary to use marketing tools effectively. The idea is to massively reach the public by advertising the trade name and highlighting the professional work that the company does and the mission of the organization. A clear marketing strategy is a primary tool to reach customers and create trade bonds (Nikunen et al.,2017).
Create a professional Website and Provide SEO tools
When a business has a website, it raises its prestige while allowing customers to increase their confidence level in the product or service. A website will help boost the sales, productivity, and market value of Jetsudz Cleaning Inc. (Ntui, 2021).
This proposal will give the main recommendations for creating and managing the company website.
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4. Review learner pre-assessment results on an ongoing basis. Monitor outcomes for continual improvement opportunities. Look for inconsistencies or gaps to address through future validation.
5. Re
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This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
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3. 1. INTRODUCTION
Feedback is the breakfast of champion! This is why Pathway Group welcomes
openness and frankness from its customers and other stakeholders as an important
driver in our commitment to continuous improvement and part of demonstrating
that we are an equitable organization.
The policy and procedure also ensures a clear framework is in place for handling all
complaints - and compliments - within a consistent approach and that subsequent
action involves lessons and good practice being embedded across Pathway Group.
Signed:
Safaraz Ali
Director
Review Date: 8th January 2014
1.
4. 2. POLICY AIMS AND OBJECTIVES
2.1 Aims
Pathway Group is committed to excellence in customer care. We welcome feedback
from customers whether it is positive or critical and will always take complaints
seriously whilst seeking to provide redress and learn from the experience whenever
appropriate.
Pathway endeavours to provide a consistently high quality service at all times. If,
however, any customer, Learner or other stakeholder is unhappy with the service
on the grounds of the quality of service or conduct of one of our employees, we will
aim to resolve the complaint as quickly and equitably as possible. Where possible
we will strive to resolve the complaint informally. Where an informal resolution is
not possible, we will follow the procedure set out below.
In all circumstances we will seek to act sensitively and maintain confi dentiality
whenever possible.
2.2 Objectives
• To establish a clear framework for addressing all complaints and compliments
• To ensure all complaints are dealt with in a timely and appropriate manner
• To provide a channel for complaints available to a wide range of service users
• To ensure impartial consideration
• To resolve issues raised to the satisfaction of both the complainant and the
company
• To learn lessons from all complaints and make recommendations which will
support our policy of continuous improvement
3. SCOPE OF THE POLICY
The policy covers a wide range of issues relating to customer and stakeholder
satisfaction (or not) with Pathway Group services and performance. It does not
cover issues relating to academic matters including assessment, marking and
grading, but nor staff grievance which are covered by our procedures for dealing
with candidates concerns and staff grievance respectively.
2.
5. 4. ROLES AND RESPONSIBILITIES
Managerial responsibility sits with the Quality and Performance Manager and
strategic oversight is exercised by Safaraz Ali, Director.
5. PROCEDURAL FRAMEWORK
There is a clear framework to support staff in handling all complaints and
compliments to ensure a consistent approach to complaints and compliments and
subsequent action across Pathway Group activities. This involves directing all formal
complaints and compliments through the Quality and Performance Manager.
This accountability ensures:
• The maintenance of accurate records to enable clear analysis of matters aff ecting
people within Pathway and the central collation of data enables Pathway Group
to identify trends, raises awareness increases awareness and helps us to improve
our services
• The most impartial perspective possible, allowing a fair and objective
consideration of all issues
• A mechanism for ensuring that the most appropriate department initially
investigates the complaint
• Continuous improvement in business processes
6. PROCESS
Anyone may feedback to any staff member, at any time, about any aspect of
Pathway Group’s activity.
Compliments and complaints will then logged with the Quality and Performance
Manager on the central database.
Customers and other stakeholders may raise complaints/compliments in various
ways including in writing, fax, email, phone, or in person or via feedback form on
the internet.
Details are as follows:
Tel: 0121 707 0550
Email: info@pathwaygroup.co.uk
3.
6. 7. COMPLAINTS
In the fi rst instance staff may try to resolve the complaint informally.
If a swift and adequate response cannot be off ered the formal process will be
followed.
In all cases complaint information must be recorded in section 1 of the feedback
form by the staff member receiving the complaint. (Appendix 1)
In all cases staff must inform the Quality and Performance Manager of the complaint
and complete a copy of the Complaints form so that it is duly recorded in the central
Pathway Group complaints central register and a copy placed in the Complaints
folder. (Appendix 2)
8. COMPLAINTS PROCEDURE
i. When a complaint is received, the person who receives the complaint must
complete in full Section 1 of the Pathway Group form. (Appendix 1).
(Please note: It is the responsibility of the person completing the form to
ensure it is fully completed)
ii. Inform the Quality and Performance Manager and give him a copy of the
completed form to be fi led, and registered
iii. The Quality and Performance Manager will then pass it onto the relevant
departmental manager to deal with the complaint as a matter of urgency.
iv. The complaint is to be acknowledged within 48 hours of receipt
v. The departmental manager will investigate the situation and whenever
necessary obtain statements from all those involved
vi. In all cases the departmental manager should try to establish what actually
took place and where the responsibility lies
vii. Copies of any letters sent to the complainant must be attached to the
complaint documentation for any future reference
viii. A written response should be issued detailing the outcome of the
investigation and any subsequent actions to be taken by Pathway Group,
where applicable
ix. Once the complaint has been resolved and the complainant is satisfi ed, the
case will be closed
x. On closure of a complaint, the central register is to be updated by the Quality
and Performance Manager
4.
7. 9. APPEALS PROCEDURES
i. If the matter is not resolved by the investigation or if the complainant is
dissatisfi ed with the outcome they may appeal to the Operations Manager
within 14 days of Pathway Group’s response
ii. The Operations Manager will then either investigate the complaint or assign
a reviewer to the case. This person must be a member of the management
team and who has had no involvement in the complaint at any stage
iii. The complainant’s request for a review will be acknowledged within 48
hours from the date of appeal
iv. The appointed review manager will consider all aspects of the complaint and
how it has been handled by Pathway Group
v. The fi ndings of the review will be communicated to the complainant within
14 working days
vi. If the review is complex and likely to exceed this timescale the complainant
must be kept informed of progress at least every 10 days
vii. Copies of any letters sent to the complainant must be attached to the
complaint documentation for any future reference
viii. A written response should be issued detailing the outcome of the
investigation and any subsequent actions to be taken by Pathway Group
where applicable
ix. Once the complaint has been resolved and the complainant is satisfi ed, the
complaint is to be closed and there is no further action
x. On closure of a complaint the central complaints register is to be updated by
the Quality and Performance Manager
xi. If the complaint is not substantiated and the complainant remains
dissatisfi ed with the outcome, they may appeal to The Director of Pathway
Group within 14 days of Pathway Group’s response
10. TIME SCALES
• It is Pathway Group’s commitment to seek to resolve all complaints within 14
working days from the date the fi rst complaint was made
• However, if we need more information or responses from you from you we will
allow up to 14 working days for you to respond and then the completion time
for the complaint will be within 30 working days
• Allowing for complex cases with several such interactions, may mean our longest
investigations for Pathway may take up to 60 working days to fully complete
• Appeals must be made within 14 days of the outcome of the complaint
5.
8. 11. MONITORING AND RECORDING COMPLAINTS AND
COMPLIMENTS
It is an essential part of Pathway Group’s management system that all complaints
and compliments are recorded and monitored. Even if they are resolved easily and
quickly there may be opportunity to learn from the situation and improve working
practice, processes or procedures as a result.
The subject of complaints once resolved will be monitored by the senior
management team monthly for the purposes of learning and improving working
practices, processes and systems.
The compliments will be monitored by the senior management team monthly for
the purposes of learning and improving working practices, processes and systems.
12. COMMUNICATIONS REGARDING THIS POLICY AND
PROCEDURE
To be published on www, Intranet and highlighted during induction of new staff
and learners.
The procedure is also referenced in the staff handbook and the Pathway Group
website.
6.
9. APPENDIX 1
Section 1:
Pathway Group - Feedback Form
Form Number:
Version 2
Enter Ref from
Register:
Date and Time
Received:
Received By Staff
Member:
Medium (letter/fax/
phone/email/in-person/
website):
Date
Acknowledged:
Details of the person giving feedback:
Name: Address: Post Code: Phone:
Email Address:
Nature of Feedback and Date of Occurrence:
What is the nature of the complaint?:
Section 2:
Outcome: Response / Action Taken / Reff ered / Terminated:
Date of Final Position to Client: Approved By: Name & Signature
Preventative Action: Details:
7.
10. APPENDIX 2
8.
Complaints Register
Complaint
No:
Date: Complainant: Investigating
Manager:
Nature of
Complaint
(what
happened):
Root Cause Corrective
Action Taken:
Corrective
Action Date:
F0001 20th Nov
2013
P.L. Aintiff Paul Star Not posting
certifi cates
Misfi ling Ensure
certifi cates
are sent
out when
received
21st Nov
2013
F0002
F0003
F0004
F0005
F0006
F0007
F0008
F0009
F0010
F0011
F0012
F0013
F0014
F0015
F0016
F0017
F0018
12. APPENDIX 4
10.
Complaint Feedback Received Compliment
Complaint is acknowledged
within 48 hours
Sent to Quality and Performance Manager for registering logging,
allocation and monitoring purposes
The complaint is investigated locally
and response made in 14 working days
by investigating manager
If there is a delay in fi nalising the
outcome the complain should be kept
regularly informed of the progress
of their complaint or least every 10
working days
If the complainant is unhappy with
outcome, an appeal to the Operations
Manager within 14 working days of the
Pathways response may be made. The
Operations Manger will acknowledge
the appeal in 48 hours
Quality and Performance
Manager is to be kept
informed at all stages
Feedback will be given
monthly to SMT to learn
from and improve working
practice, processes and
procedures
The Operations Manager
will review or assign a
reviewer who will respond
in 14 working days
If the complainant is
still dissatisfi ed they can
appeal to the Pathway
Director
Flow Chart
16. Pathway College
putting you first
Pathway Group
putting you first
Pathway Group
Fairgate house, 205 Kings Road, Tyseley, Birmingham B11 2AA
Tel: 0800 955 0870 / 0121 707 0550
Email: info@pathwaygroup.co.uk
Web: www.pathwaygroup.co.uk