An easy and friendly way to create insight on the use of your Quality System or Management Model.
- company wide coverage
- results in 4 weeks
- good start for improvement
Raymond Limited's quality policy expresses their objectives to ensure flawless quality garments through best quality systems and procedures. They employ a 4 point inspection system and maintain a quality average of 2.39 C&D. Random sampling involves inspecting a percentage of daily production and escalating sample sizes if defects are found. Raymond implements a 5S system to develop a problem-solving culture and reduce defects through sorting, straightening, sweeping, standardizing, and self-discipline. Their quality manual details how their quality management system and continuous improvement processes operate.
This document discusses quality improvement (QI) processes and plans. It outlines the benefits of a QI process, including identifying patterns/trends, reducing risks, and establishing priorities. An effective QI plan includes records reviews, health/safety reviews, input from served persons, utilization reviews, risk management, and performance indicators. Selection criteria for record reviews include length of care and representation. The review process involves forms, reviewer teams, record reviews, agreement on ratings, and feedback. Data is collected, reported quarterly, and used to identify action steps and monitor improvements. Continuous quality improvement involves ongoing data collection, analysis, and identification of performance concerns. Defining performance indicators helps establish a common focus and definition of good business, practice,
ISO 9001:2008 Internal Auditing of Quality Management Systems - IntroductionKanriConsulting
ISO 9001 is a quality management system that ensures customer requirements are met. It originated from military standards in 1959 and contains elements of management, resources, services/products, and monitoring. Key principles include customer focus, leadership, involvement of people, process approach, and continuous improvement. Certification requires registration and external audits, while internal audits are also conducted. The audit process involves planning, document review, on-site activities, reporting, completion, and follow up. Records related to auditing include plans, reports, nonconformities, and corrective actions.
The document presents a proposed production operations manual for Asia Ceramics Corporation to implement a quality management system. Needs assessment found a lack of compliance and awareness of an existing manual. The proposed manual includes quality policy, process diagrams, standardized work instructions, and controlled forms. Post-assessment evaluations found improvements in content and relevance, user-friendliness, and promoting a good work environment compared to the existing manual. Recommendations include regular review and audit of the manual to ensure continual improvement.
This document provides an overview of an internal quality auditor course, including its sections, workshops and topics. The course covers ISO 9000 standards, quality management principles and terms. It discusses the benefits of quality systems and ISO 9001 certification. Workshops include interviewing partners about their quality experience, discussing quality benefits and principles, and mapping processes. The document defines key terms and explains the process approach, audits and ISO 9000 revisions over time.
The document outlines a 10 step roadmap for organizations to achieve ISO 9001 certification for quality management systems. The steps include awareness training, developing quality policies and objectives, gap analysis and risk assessment, documentation and process design, implementation, internal audits, management reviews, pre-assessment audits, corrective actions, and final certification audits. Completing each step is meant to prepare the organization for the next stage and ultimately ISO 9001 certification.
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
Raymond Limited's quality policy expresses their objectives to ensure flawless quality garments through best quality systems and procedures. They employ a 4 point inspection system and maintain a quality average of 2.39 C&D. Random sampling involves inspecting a percentage of daily production and escalating sample sizes if defects are found. Raymond implements a 5S system to develop a problem-solving culture and reduce defects through sorting, straightening, sweeping, standardizing, and self-discipline. Their quality manual details how their quality management system and continuous improvement processes operate.
This document discusses quality improvement (QI) processes and plans. It outlines the benefits of a QI process, including identifying patterns/trends, reducing risks, and establishing priorities. An effective QI plan includes records reviews, health/safety reviews, input from served persons, utilization reviews, risk management, and performance indicators. Selection criteria for record reviews include length of care and representation. The review process involves forms, reviewer teams, record reviews, agreement on ratings, and feedback. Data is collected, reported quarterly, and used to identify action steps and monitor improvements. Continuous quality improvement involves ongoing data collection, analysis, and identification of performance concerns. Defining performance indicators helps establish a common focus and definition of good business, practice,
ISO 9001:2008 Internal Auditing of Quality Management Systems - IntroductionKanriConsulting
ISO 9001 is a quality management system that ensures customer requirements are met. It originated from military standards in 1959 and contains elements of management, resources, services/products, and monitoring. Key principles include customer focus, leadership, involvement of people, process approach, and continuous improvement. Certification requires registration and external audits, while internal audits are also conducted. The audit process involves planning, document review, on-site activities, reporting, completion, and follow up. Records related to auditing include plans, reports, nonconformities, and corrective actions.
The document presents a proposed production operations manual for Asia Ceramics Corporation to implement a quality management system. Needs assessment found a lack of compliance and awareness of an existing manual. The proposed manual includes quality policy, process diagrams, standardized work instructions, and controlled forms. Post-assessment evaluations found improvements in content and relevance, user-friendliness, and promoting a good work environment compared to the existing manual. Recommendations include regular review and audit of the manual to ensure continual improvement.
This document provides an overview of an internal quality auditor course, including its sections, workshops and topics. The course covers ISO 9000 standards, quality management principles and terms. It discusses the benefits of quality systems and ISO 9001 certification. Workshops include interviewing partners about their quality experience, discussing quality benefits and principles, and mapping processes. The document defines key terms and explains the process approach, audits and ISO 9000 revisions over time.
The document outlines a 10 step roadmap for organizations to achieve ISO 9001 certification for quality management systems. The steps include awareness training, developing quality policies and objectives, gap analysis and risk assessment, documentation and process design, implementation, internal audits, management reviews, pre-assessment audits, corrective actions, and final certification audits. Completing each step is meant to prepare the organization for the next stage and ultimately ISO 9001 certification.
[To download this self-assessment framework, visit:
https://www.oeconsulting.com.sg/training-presentations]
Assessing your Lean management implementation periodically is not just wise—it's essential. The Lean Management System Assessment (LMA) tool is grounded in the core principles of plan, do, check, act (PDCA), a fundamental aspect of Lean philosophy. It meticulously evaluates both process and behavior standards, defining five levels of maturity that can be applied across all levels of your organization.
This assessment isn't just a routine check—it's a strategic tool that clarifies your organizational goals and personal objectives. It provides a detailed snapshot of your current status relative to your standards and historical performance. Moreover, it's a compass that directs your attention to areas requiring improvement, ensuring your efforts are both focused and effective.
Adapted from the acclaimed work "Creating A Lean Culture" by David Mann, the Lean Assessment Framework stands out as a simpler, more practical alternative to the Shingo Model and the Baldrige Excellence Framework. It features eight comprehensive dimensions or categories, a user-friendly five-level maturity scale, and a straightforward 5-point scoring system that can be employed by individuals or teams.
The LMA tool provides an excellent resource for Lean or Operational Excellence Consultants who plan to use it as a holistic organizational diagnostic tool prior to recommending solutions to the client. It functions as a comprehensive organizational diagnostic tool, allowing consultants to gain a deep understanding of the client's operations before recommending tailored solutions. By utilizing the LMA, consultants can effectively identify areas for improvement, develop targeted strategies, and guide their clients towards achieving sustainable operational excellence.
In essence, the Lean Management Assessment isn't just a tool—it's a pathway to operational excellence. It offers a structured and insightful method to evaluate and enhance your Lean implementation, providing invaluable guidance for continuous improvement and sustainable progress.
BENEFITS OF ASSESSMENT:
1. The dimensions and questions themselves should help to clarify what you are working toward, for yourself and for the rest of your organization.
2. An assessment should tell you where you stand relative to your standards and relative to your earlier status.
3. The results of an assessment will help you identify where you need to focus efforts to improve.
CONTENTS
1. Overview of Lean Management Assessment
2. Scoring System
3. Assessment Criteria
4. Assessment Guidelines
ISO 9001 2015 | Training Now Available In Johannesburg & PretoriaAndre Barnarde
The document advertises ISO 9001:2015 quality management system training available in Johannesburg and Pretoria, South Africa. It provides information on the benefits of the training such as enhanced customer satisfaction and increased tenders won. The training is aimed at business owners, quality managers, and other roles. The company offering the training also provides ISO certification, auditing, system design and other services related to ISO standards. Contact information is provided to learn more.
This document outlines the stages involved in obtaining ISPO certification for an organization's management system, including preparation, initial certification, and implementation. It describes the key activities at each stage, such as identifying processes, conducting risk assessments, developing documented procedures, undergoing internal and implementation audits, monitoring risks and customer perceptions, implementing corrective actions, and conducting management reviews and surveillance audits to maintain certification. Obtaining and maintaining ISPO certification requires demonstrating that the management system meets the standard's requirements throughout these stages.
This document provides guidance on process improvement through a 14-step model. It begins with selecting a process and establishing an objective. Then a team is organized to flowchart the current process, simplify it, collect baseline data, and assess if the process is stable and capable of meeting the objective. If not, the team identifies root causes and plans a change. The change is tested and data collected to determine if the process improved. Finally, the team decides if further improvement is feasible.
We all understand why improvement and a focus on excellence are important, so what we need is a method to use to help with our improvement efforts.FOCUS-PDCA is an improvement methodology that many organizations use to guide their improvement efforts. It’s simply a formalized process for improvement.
JARO Thermal ISO9001 2015 internal auditor training 20170118Ryan Chen
This document provides an overview and summary of an internal auditor training on the ISO9001:2015 Quality Management System standard. It outlines the agenda which includes an introduction to ISO9001:2015, the major changes from the previous version, and skills needed for internal auditing. It then summarizes each section of ISO9001:2015 including scope, leadership, planning, support, operations, performance evaluation and improvement. Key concepts like process approach, PDCA cycle and risk-based thinking are also explained.
The document discusses fatigue risk management solutions for meeting ISPO requirements. It outlines tools like FAID that can help assess fatigue exposure from work schedules, individual risk factors, and predict sleep. Examples are provided of using FAID diagnostics on pilot schedules, surveys to engage staff, and a fatigue risk management system (FRMS) that assesses risks and controls through a grading system. The goal is to deliver holistic solutions to operational and strategic challenges of managing fatigue.
ISO 9001:2008 is an international quality management standard that specifies requirements for a quality management system. It was developed to clarify requirements from the previous version and improve compatibility with other standards like ISO 14001. Organizations can be certified to ISO 9001:2008 to demonstrate their commitment to quality and customer satisfaction. Certification also facilitates international trade by providing a single recognized standard globally. The standard is based on eight quality management principles and specifies requirements for organizations to consistently meet customer and regulatory requirements while enhancing customer satisfaction.
This document discusses lean thinking and its principles for improving organizational processes. Lean aims to maximize value and minimize waste from the customer's perspective. It was derived from Toyota's production system and has been applied in healthcare since 2000. The key lean principles are: specify value from the customer viewpoint; identify and streamline the value stream by eliminating waste; make value flow through the process by customer pull; and strive for perfection through continuous improvement. Methods like value stream mapping, Plan-Do-Check-Adjust cycles, kanban visual systems, buffering processes, and 5S are employed to standardize work and maximize safety, quality, efficiency and value.
The document provides an overview of ISO 9001:2000 Quality Management System requirements including:
- The 8 main clauses of the quality management system covering scope, documentation, management responsibility, resource management, product realization, measurement and improvement.
- Key concepts of the quality management system including customer focus, leadership, process approach and continual improvement.
- Examples of how ISO 9001:2000 requirements map to the PDCA (Plan-Do-Check-Act) cycle.
The document provides 10 keys for successfully implementing an ISO 9001 quality management system. These include gaining management commitment, conducting a gap analysis, creating documentation like a quality manual and procedures, training staff, verifying the system through audits, and ultimately achieving certification through an external registrar. Resources from ISO, such as guidance documents, are available to help establish and sustain an effective system aligned with the standard.
A presentation on the continuous improvement tool of total quality management, i.e. PDCA- Plan,Do,Check,Act. Covers the basics of PDCA to give an idea on it's need, use, methodology etc. The presentation will help the beginners gain knowledge about the PDCA cycle and will cover their basic needs on it.
quality management system, quality management system example, iso quality management system, quality management system template, quality management systems, total quality management system
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
This document discusses quality management objectives and provides resources for learning more. It explains that quality objectives can range from long-term strategic goals set by top management to short-term tactical goals. Objectives should follow the SMART criteria and be communicated throughout the organization. Key quality measures are selected and objectives are based on these measures. Strategies are developed to accomplish objectives within set timeframes. Performance is then tracked against the objectives. Common quality management tools like check sheets, control charts, Pareto charts, and scatter plots are also overviewed.
The document outlines a 10 step approach used by Lakshy Management Consultant Pvt. Ltd. to implement ISO 9001 certification. The 10 steps include awareness training, developing a quality policy and objectives, gap analysis, documentation and process design, implementation, internal audits, management reviews, shadow audits, corrective actions, and the final certification audit. Lakshy provides consulting services to guide clients through each step of the ISO 9001 implementation and certification process.
Plan, Do, Study, Act (PDSA) Cycle in Total Quality ManagementDr.Raja R
The document discusses the Plan-Do-Study-Act (PDSA) cycle, which is a structured approach used for testing improvements on a small scale. It involves planning a change, testing it, observing the results, and determining what was learned to inform future cycles. The benefits of the PDSA cycle are that it allows for establishing new processes through repetitive learning on a small scale first before wider implementation. It is useful for new product development, identifying waste, and driving continuous improvement through data-driven problem solving.
How to solve problems (or at least try) with 8DStefan Kovacs
This document provides an overview of the 8D problem solving method. It begins with the goals of learning how to use 8D for problem solving. It then discusses the history and development of the 8D method at Ford Motor Company in the 1980s. The document also includes definitions of key terms used in 8D. It describes the typical steps and process flow for 8D problem solving. Finally, it provides details of an 8D procedure used at an X factory, outlining the initiation and requirements for conducting 8D analyses.
Ci In Qms By Vincent Gasperz English VersionYucika Kalvari
1. The document provides guidelines for continuously improving an organization's quality management system that is ISO 9001:2000 certified. It outlines a six-step process approach to identify, define, monitor, support, measure and improve key business processes.
2. The guidelines recommend identifying the processes needed for quality management, their inputs/outputs, interactions and performance indicators. Methods to ensure processes are effective and data is monitored are also addressed.
3. Resources, communications, data collection and record keeping needed to support quality processes are to be established. Data should be analyzed to identify improvement actions and their implementation should be studied to standardize effective solutions.
The document discusses the quality management principles as per ISO 9001:2015. It provides explanations of seven principles: 1) Customer Focus, 2) Leadership, 3) Engagement of People, 4) Process Approach, 5) Improvement, 6) Evidence-Based Decision Making, and 7) Relationship Management. It notes some revisions from the previous ISO 9001 standards, including a merging of two principles and renaming of others. The document concludes that awareness of these principles helps understand ISO 9001:2015.
Steps to sell a business style 1 powerpoint presentation templatesSlideTeam.net
The document outlines the steps to sell a business, including planning, searching for buyers, deal making, and closing. In the planning stage, owners gather data, review finances, prepare a valuation report, and create a confidential business review. Next, they screen potential buyers, determine interest, and facilitate negotiations. Finally, the parties coordinate due diligence, request loan packages, and review final documents to close the sale.
Business project 1 - business plan slidesSheng Zhe
This document outlines the roles, responsibilities, and requirements for a new restaurant partnership. It will include 5 partners who will each contribute capital. The general manager will oversee operations and marketing. Shift managers oversee individual shifts. Cashiers handle payments from customers. Waiters take and deliver orders. Delivery drivers bring food to customers. Startup costs are estimated at $115,700 which will be funded by $100,000 from partners and a $15,700 loan. Over the next 3 years, revenue and profits are forecasted to grow while losses decrease.
ISO 9001 2015 | Training Now Available In Johannesburg & PretoriaAndre Barnarde
The document advertises ISO 9001:2015 quality management system training available in Johannesburg and Pretoria, South Africa. It provides information on the benefits of the training such as enhanced customer satisfaction and increased tenders won. The training is aimed at business owners, quality managers, and other roles. The company offering the training also provides ISO certification, auditing, system design and other services related to ISO standards. Contact information is provided to learn more.
This document outlines the stages involved in obtaining ISPO certification for an organization's management system, including preparation, initial certification, and implementation. It describes the key activities at each stage, such as identifying processes, conducting risk assessments, developing documented procedures, undergoing internal and implementation audits, monitoring risks and customer perceptions, implementing corrective actions, and conducting management reviews and surveillance audits to maintain certification. Obtaining and maintaining ISPO certification requires demonstrating that the management system meets the standard's requirements throughout these stages.
This document provides guidance on process improvement through a 14-step model. It begins with selecting a process and establishing an objective. Then a team is organized to flowchart the current process, simplify it, collect baseline data, and assess if the process is stable and capable of meeting the objective. If not, the team identifies root causes and plans a change. The change is tested and data collected to determine if the process improved. Finally, the team decides if further improvement is feasible.
We all understand why improvement and a focus on excellence are important, so what we need is a method to use to help with our improvement efforts.FOCUS-PDCA is an improvement methodology that many organizations use to guide their improvement efforts. It’s simply a formalized process for improvement.
JARO Thermal ISO9001 2015 internal auditor training 20170118Ryan Chen
This document provides an overview and summary of an internal auditor training on the ISO9001:2015 Quality Management System standard. It outlines the agenda which includes an introduction to ISO9001:2015, the major changes from the previous version, and skills needed for internal auditing. It then summarizes each section of ISO9001:2015 including scope, leadership, planning, support, operations, performance evaluation and improvement. Key concepts like process approach, PDCA cycle and risk-based thinking are also explained.
The document discusses fatigue risk management solutions for meeting ISPO requirements. It outlines tools like FAID that can help assess fatigue exposure from work schedules, individual risk factors, and predict sleep. Examples are provided of using FAID diagnostics on pilot schedules, surveys to engage staff, and a fatigue risk management system (FRMS) that assesses risks and controls through a grading system. The goal is to deliver holistic solutions to operational and strategic challenges of managing fatigue.
ISO 9001:2008 is an international quality management standard that specifies requirements for a quality management system. It was developed to clarify requirements from the previous version and improve compatibility with other standards like ISO 14001. Organizations can be certified to ISO 9001:2008 to demonstrate their commitment to quality and customer satisfaction. Certification also facilitates international trade by providing a single recognized standard globally. The standard is based on eight quality management principles and specifies requirements for organizations to consistently meet customer and regulatory requirements while enhancing customer satisfaction.
This document discusses lean thinking and its principles for improving organizational processes. Lean aims to maximize value and minimize waste from the customer's perspective. It was derived from Toyota's production system and has been applied in healthcare since 2000. The key lean principles are: specify value from the customer viewpoint; identify and streamline the value stream by eliminating waste; make value flow through the process by customer pull; and strive for perfection through continuous improvement. Methods like value stream mapping, Plan-Do-Check-Adjust cycles, kanban visual systems, buffering processes, and 5S are employed to standardize work and maximize safety, quality, efficiency and value.
The document provides an overview of ISO 9001:2000 Quality Management System requirements including:
- The 8 main clauses of the quality management system covering scope, documentation, management responsibility, resource management, product realization, measurement and improvement.
- Key concepts of the quality management system including customer focus, leadership, process approach and continual improvement.
- Examples of how ISO 9001:2000 requirements map to the PDCA (Plan-Do-Check-Act) cycle.
The document provides 10 keys for successfully implementing an ISO 9001 quality management system. These include gaining management commitment, conducting a gap analysis, creating documentation like a quality manual and procedures, training staff, verifying the system through audits, and ultimately achieving certification through an external registrar. Resources from ISO, such as guidance documents, are available to help establish and sustain an effective system aligned with the standard.
A presentation on the continuous improvement tool of total quality management, i.e. PDCA- Plan,Do,Check,Act. Covers the basics of PDCA to give an idea on it's need, use, methodology etc. The presentation will help the beginners gain knowledge about the PDCA cycle and will cover their basic needs on it.
quality management system, quality management system example, iso quality management system, quality management system template, quality management systems, total quality management system
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The Shingo Prize (a.k.a. The Shingo Model) is the world’s highest standard for operational excellence. The prize recognizes organizations’ efforts to build cultures of operational excellence and continuous improvement.
The prize is named after Shigeo Shingo, a Japanese industrial engineer who is widely recognized for his work in developing many of the revolutionary manufacturing practices that originated at Toyota. The Shingo Prize is based on the principles, systems and tools that deliver world class levels of excellence across an enterprise.
The Shingo Model is useful for companies/organizations who have embarked on the lean journey. The model can be used to assess the level of lean maturity and identify strengths and opportunities for improvement.
This training presentation can be used to brief employees to gain buy-in to the Shingo Model and prepare them for site visit assessments.
LEARNING OBJECTIVES
1. Understand The Shingo Prize as a Model for Operational Excellence
2. Explain the Shingo Assessment Criteria for Operational Excellence
3. Define the Shingo Model Assessment and Scoring Guidelines
4. Gain an Overview of the Shingo Application Process
CONTENTS
1. Overview of the The Shingo Prize
2. Assessment Criteria
3. Assessment & Scoring System
4. Application Process
5. Shingo Award Winners
To download the complete presentation, visit:
http://www.oeconsulting.com.sg
This document discusses quality management objectives and provides resources for learning more. It explains that quality objectives can range from long-term strategic goals set by top management to short-term tactical goals. Objectives should follow the SMART criteria and be communicated throughout the organization. Key quality measures are selected and objectives are based on these measures. Strategies are developed to accomplish objectives within set timeframes. Performance is then tracked against the objectives. Common quality management tools like check sheets, control charts, Pareto charts, and scatter plots are also overviewed.
The document outlines a 10 step approach used by Lakshy Management Consultant Pvt. Ltd. to implement ISO 9001 certification. The 10 steps include awareness training, developing a quality policy and objectives, gap analysis, documentation and process design, implementation, internal audits, management reviews, shadow audits, corrective actions, and the final certification audit. Lakshy provides consulting services to guide clients through each step of the ISO 9001 implementation and certification process.
Plan, Do, Study, Act (PDSA) Cycle in Total Quality ManagementDr.Raja R
The document discusses the Plan-Do-Study-Act (PDSA) cycle, which is a structured approach used for testing improvements on a small scale. It involves planning a change, testing it, observing the results, and determining what was learned to inform future cycles. The benefits of the PDSA cycle are that it allows for establishing new processes through repetitive learning on a small scale first before wider implementation. It is useful for new product development, identifying waste, and driving continuous improvement through data-driven problem solving.
How to solve problems (or at least try) with 8DStefan Kovacs
This document provides an overview of the 8D problem solving method. It begins with the goals of learning how to use 8D for problem solving. It then discusses the history and development of the 8D method at Ford Motor Company in the 1980s. The document also includes definitions of key terms used in 8D. It describes the typical steps and process flow for 8D problem solving. Finally, it provides details of an 8D procedure used at an X factory, outlining the initiation and requirements for conducting 8D analyses.
Ci In Qms By Vincent Gasperz English VersionYucika Kalvari
1. The document provides guidelines for continuously improving an organization's quality management system that is ISO 9001:2000 certified. It outlines a six-step process approach to identify, define, monitor, support, measure and improve key business processes.
2. The guidelines recommend identifying the processes needed for quality management, their inputs/outputs, interactions and performance indicators. Methods to ensure processes are effective and data is monitored are also addressed.
3. Resources, communications, data collection and record keeping needed to support quality processes are to be established. Data should be analyzed to identify improvement actions and their implementation should be studied to standardize effective solutions.
The document discusses the quality management principles as per ISO 9001:2015. It provides explanations of seven principles: 1) Customer Focus, 2) Leadership, 3) Engagement of People, 4) Process Approach, 5) Improvement, 6) Evidence-Based Decision Making, and 7) Relationship Management. It notes some revisions from the previous ISO 9001 standards, including a merging of two principles and renaming of others. The document concludes that awareness of these principles helps understand ISO 9001:2015.
Steps to sell a business style 1 powerpoint presentation templatesSlideTeam.net
The document outlines the steps to sell a business, including planning, searching for buyers, deal making, and closing. In the planning stage, owners gather data, review finances, prepare a valuation report, and create a confidential business review. Next, they screen potential buyers, determine interest, and facilitate negotiations. Finally, the parties coordinate due diligence, request loan packages, and review final documents to close the sale.
Business project 1 - business plan slidesSheng Zhe
This document outlines the roles, responsibilities, and requirements for a new restaurant partnership. It will include 5 partners who will each contribute capital. The general manager will oversee operations and marketing. Shift managers oversee individual shifts. Cashiers handle payments from customers. Waiters take and deliver orders. Delivery drivers bring food to customers. Startup costs are estimated at $115,700 which will be funded by $100,000 from partners and a $15,700 loan. Over the next 3 years, revenue and profits are forecasted to grow while losses decrease.
This business plan outlines a new gentleman's barber shop called Groomer. It will offer haircutting, shaving, nail, and massage services for men in a relaxing atmosphere. The owners have experience in hair and spa industries. Groomer will be located in a shopping mall in an affluent area with over 300,000 residents within 15 minutes. It projects $123,388 in profit in its first year with revenues of $799,124 and total costs of $361,091, breaking even after 10,000 units. The business is seeking $220,000 in bank financing along with $30,000 from owners and $80,000 in debentures.
The document introduces the Compliance Software Blade from Check Point, which provides real-time monitoring of compliance with regulations and security best practices. It is fully integrated with Check Point's security solutions and offers over 250 best practices out of the box. Customers can also use the complementary Check Point easy2comply solution to build their own compliance frameworks.
This document lists and describes the top 10 sales conferences to attend in 2016. It provides details on the date and location, cost, target audience, and topics covered for each conference. Some of the conferences focus on sales leadership, sales effectiveness, CRM, marketing, and lead generation. Attending these conferences can increase sales productivity, marketing effectiveness, and customer retention according to the document.
The document discusses various labor law compliances that must be ensured by companies. It outlines the key responsibilities of the principal employer and contractors under acts like the Contract Labour Act, Minimum Wages Act, and Building and Other Construction Workers Act. Major compliances include registering establishments, obtaining licenses, maintaining registers and records, displaying notices, making statutory payments and returns, and ensuring payment of minimum wages. Strict penalties are prescribed for non-compliance with the labor laws. Principal employers must oversee that contractors are also fulfilling their compliance obligations.
Vernacular architecture in Himachal Pradesh is influenced by the local climate, materials, and culture. Traditional houses have thick stone and wood walls arranged in a layered "kath-khuni" style to provide stability, flexibility, and excellent thermal insulation. The double-story plans maximize southern exposure, with rooms arranged linearly and connected by verandas. Low ceilings and small windows further reduce heat loss and keep interiors warm.
Building an enduring, multi-billion dollar consumer technology company is hard. As an investor, knowing which startups have the potential to be massive and long-lasting is also hard. From both perspectives, identifying companies with this potential is a combination of “art” and “science” — the art is understanding how products work, and the science is knowing how to measure it. At the earliest stages of a company, it comes down to understanding how a product is built to maximize and leverage user engagement.
In this presentation, Sarah Tavel shares her "Hierarchy of Engagement" framework she uses to evaluate non-transactional consumer companies she is looking to invest in.
Management Foundation implementation introduction 2014 (public)Richard den Dulk
The document summarizes the implementation of the Management Foundation Compliancy project. It outlines an 18 process implementation plan led by appointed coordinators using the DMAIC (Define, Measure, Analyze, Improve, Control) method. Each process will be implemented over a number of weeks with defined activities for each stage of DMAIC and regular reporting to process owners, with the goal of completing implementation for all processes by October 1st.
The document discusses standard work and its importance in continuous improvement. It defines standard work as representing the best sequence and most efficient methods to consistently perform a process. Standard work is essential for lean thinking to succeed and is a key element in sustaining improvements. It reduces variation, ensures quality and predictable results, and improves performance over time. Standard operating procedures are an important way to document and communicate standard work.
Total Quality Management (TQM) is a management philosophy focused on meeting customer needs and expectations through continuous improvement. It emphasizes employee empowerment and involvement across all departments. The key aspects of TQM include defining customers, both internal and external, focusing on continuous process improvement, using tools like flow charts and control charts, and implementing steps like defining objectives and measuring results.
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Pearl Confectionery (Pvt.) Ltd is providing training on quality management systems. The training covers fundamentals of quality management including roles of auditors and auditees, the PDCA cycle, and the 8 principles of quality. It also covers ISO 9001:2008 requirements including the standard's structure and clauses. The training includes sessions on internal quality audits. Attendees must pass a test with 60% to complete the training.
This document provides an overview of quality management systems and standards. It discusses ISO 9000 norms including ISO 9001, 9004, and 19011. It describes the requirements of an ISO 9001 quality management system including the purpose, standards, terms and definitions, management responsibilities, resource management, realization of services, measurement and improvement, and more. It also discusses implementing a quality management system including forming a work team, process mapping, staff training, audits, corrective actions, certification, and tools. Finally, it provides an example of quality assurance in education from Catalonia.
What are ISO 9001?
Requirements of ISO 9001.
Quality management principles.
PDCA Cycle
Requirements of Auditors.
How will implementation of ISO 9001 standard help us?
This document provides an overview of continuous quality improvement (CQI) principles and models. It discusses key concepts like quality, quality improvement, and quality improvement models including PDCA, FADE, PDSA, and Six Sigma. The core steps of CQI involve forming a team, defining clear aims and measures of success, understanding customer needs, testing changes using the scientific method, and continuously monitoring improvements. Commonly used CQI tools include fishbone diagrams, flowcharts, histograms, Pareto charts, and run charts. The goal of CQI is to turn thoughts into ongoing, incremental improvements through analysis and monitoring to ensure quality outputs.
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This document provides an introduction and overview of ISO 9001:2015 Quality Management Systems. It discusses the history and development of the ISO standard. The document then summarizes each chapter and clause of ISO 9001:2015, providing a high-level overview of the requirements and concepts covered, including the process approach, risk-based thinking, PDCA cycle, leadership responsibilities, planning, support, operations, performance evaluation and improvement. It gives concise explanations of key terms and the objectives and approach required by each clause.
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This document provides an overview of ISO 9001:2015 requirements for process owners. It begins by defining key terms like quality management system and total customer satisfaction. It then discusses the history and purpose of ISO and some key changes between the 2008 and 2015 versions. The core content reviews each clause of ISO 9001:2015 including the context of the organization, leadership responsibilities, planning processes, the PDCA cycle, and requirements for support functions. Several worked examples are provided to demonstrate how to map business processes, identify key metrics, and plan for risk mitigation and continual improvement as required by the standard.
This document provides information about an ISO 9001:2008 Lead Auditor training course, including details about the course content, assessment, delivery style, and auditor requirements. The course covers quality management principles, ISO standards, auditing planning and techniques, and continual improvement. It emphasizes a process-based approach and includes workshops to develop process-based checklists. The document outlines auditor competencies including business and technical knowledge, as well as attributes like impartiality and ethical behavior.
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/total-quality-process-tqp-349
Many quality improvement programs fail because they were not managed as a total process. Total Quality Process (TQP) teaches you how to approach quality or any change initiative as a company-wide effort. You will learn how to make a commitment, plan and begin to implement systems for managing quality that integrates all the people, processes/systems and continuous improvement initiatives together.
Based on Philip Crosby's methodology, what this presentation guide will focus is not a new quality control system, but a company-wide approach to total quality. A process for total quality must comprise Quality Management and Quality Improvement. The Total Quality Process (TQP) introduced in this presentation is based on Five Quality Principles and establishes Four Key Activities for Quality Management. TQP is designed to involve every employee in your company in quality improvement efforts.
NO. OF SLIDES = 83
LEARNING OBJECTIVES
1. Explain the Principles of Quality
2. Describe the TQP framework ("House of Quality")
3. Define the Four Key Activities for managing quality
4. Explain the need for a culture change, starting at the top
5. Demonstrate a personal commitment to total quality
6. Explain the TQP implementation infrastructure
7. Describe how to put the systems for TQP into motion
8. Identify ways to sustain TQP activities
9. Understand a manager's role in quality improvement
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The continuous improvement process is a framework used to plan for local improvement across different areas to impact student achievement.
It involves following quality-by-design principles, utilizing data and platforms, and managing performance to encourage growth.
The process typically includes four stages: defining the problem or opportunity, measuring current performance, analyzing data to identify root causes of problems, and implementing solutions while tracking their effectiveness.
1) The document discusses leadership requirements in ISO 9001:2015, including demonstrating leadership commitment, establishing a quality policy, and defining organizational roles and responsibilities.
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2. Compliance check .. Why??
• You use a Management Model (or Quality System) to structure your
organization and activities.
• The use of this model is checked in a regular external audit.
• You have internal audit mechanisms in place to regularly investigate
processes.
• Internal audits lead to findings in a ‘management review’.
• The ´management review´ leads to improvements which prevent
surprises form external audits.
So why check the compliancy?
1) Determine short comings in a broad perspective in 4 weeks
2) Confront higher management with their responsibilities
3) Get a friendly retrospective on your organization
2
3. Check and report
4
HowTo …
Appoint process
owners
Improve
Determine goal and
scope
4. Goal and scope
(interview higher management)
5
1. Validate the current status and determine
the necessary steps to fully comply to your
Management Model (MM).
2. Assess current compliance towards
ISO9001, so process owners can take
necessary actions before the actual
external audit will take place.
Deliverable:
• Status of current compliancy
Scoping:
• We need to be brief and act fast
• Accept an abstract overview
• Deny the luxury of documented proof
Results
• MM findings
• ISO9001 findings
• Ready for audit
Conduct
interviews
Combine
results
Report
ISO9001
Findings
5. Business Unit
HR
Market 1 Market 2 Market 3
Service Lines
Finance
Marketing
Legal
Operations
Communications
Appoint process owners
When Process Owners are not yet appointed, Policies and
Processes of your Management Model should be projected
on your Organization model.
The accountable manager is able to:
• Explain the policy or process
• Comment on the results of the policy or process
• Influence the performance of the policy or process
Appointing Process Owners is precondition to solving
findings after the compliancy check.
6
Process Owner (department) Accountable
Human resources HR department HR Director
… … …
6. Check and report
The duration of all activities are related to the total amount of processes and policies that are checked.
Preparation of the interviews consist of:
• Reading the company´s Management Model
• Create presentations per Process or Policy
• Interpret the standard questions
• Create an overall sheet with questions and answers
Interviews with Process Owners are planned considering the next ingredients:
• Each interview will start with an introduction
• The Policy or Process will be explained
• The 6-8 questions will be discussed
Each interview will lead to documented conclusions
• Evaluate minutes
• Combine conclusions
• Combine results to one overall sheet
An end report (presentation) will be created
7
7. Use standard questions
With the ISO9001 standards as baseline we have composed brief and simple questions
and answers which can determine the maturity of the Process or Policy.
Process How is improvement achieved and can
you present an example.
1. Improvement is not implemented. The process itself could be running great, but there
8
haven't been improvements yet.
2. You have documented results of the process, so improvements could be based on
these results.
3. There are action plans available that should improve the results you have documented.
4. Improvements are made and measured and you have documented proof that it has.
This process is fully implemented.
8. Compliance
9
• Fast insight of the maturity.
• Easy to determine priorities.
Process / policy Process owner Q&A1
(1-4)
Q&A2
(1-4)
Q&A 3
(1-4)
Q&A 4
(1-4)
Q&A5
(1-4)
Process / Policy Compliance Action
Process 22%
Policy 37%
Process 48%
Policy 49%
Process 53%
Policy 58%
Process 62%
Policy 63%
Process 71%
Policy 88%
Process 94% Audit
Policy 99%
Q&A 6
(1-4)
Q&A 7
(1-4)
Q&A8
(1-4)
Q&A9
(1-4)
Q&A 10
(1-4)
Q&A 11
(1-4)
Q&A12
(1-4)
Improve now!
Improve
Q&A
Average MM
Process Owner 4 4 4 3 4 4 3,83 96%
Policy Owner 4 3 4 2 2 4 3 3,14 79%
Process Owner 4 2 3 2 1 2 2 2,29 57%
Policy Owner 4 4 3 4 4 3,80 95%
Process Owner 4 3 3 3 2 3 3 3,00 75%
Policy Owner 4 2 2 3 3 2 2 2,57 64%
Process Owner 4 4 3 2 2 3 3 3,00 75%
Process Owner 4 2 3 2 2 1 3 2,43 61%
9. Timing
Activity / Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Introduction x
Preparation x
Interviews x x
Report x
Short term actions x x
Improvements x x x x x x x x x x x
End report x x
Sign off x
• The Compliance check can be ready in 4 weeks.
• The execution of improvements are expected to take 10 weeks.
• A Compliance check including improvements will take 20 weeks.
10
11. Improvement approach
• Process owner appoints coordinator
• Coordinator and Quality consultant plan activities
• Appointed coordinator executes implementation
• Coordinator reports to process owner
• After reporting the process is ready to be audited
Define Measure Analyse Improve Control Report Audit
Define
12
Measure
Control
Improve Analyse
12. Define, Analyze, Improve
What needs to be improved?
1. Execution of a certain step
2. Visibility
3. Compliance to rules
What´s the cause
1. No insight
2. No exposure
3. Not executed
What actions are taken?
1. Improve visibility in committees
2. Increase the use of reports and dashboard
3. Anchor in the new organization
13
14. Control
By continuing to monitor key parameters the process will remain in control.
Other procedures may as well be implemented.
Control
Improvement Measurement Embedded in process
15
15. Report
Findings
• What surprising facts were discovered during the Compliance check
Improvements
• Raised awareness
• Embedded solutions
• Communications
Measured results
• Every action and goal should have been measured
Remaining action
• Are there any remaining actions to be handed over?
16
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Our offices in Europe
17. Our commitment to you
We approach every engagement with one
objective in mind: to help clients succeed