Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
- Culture of quality and continuous improvement
- Culture of quality vision statement
Culture is an integral part of an organization and Quality is one of the key focus of current business environment.Thus creating a need of changing existing traditional culture in to a quality culture.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement.
Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
LEARNING OBJECTIVES
1. Gain knowledge on the key concepts, philosophies and principles of Quality
2. Understand the Total Quality frameworks, methods and tools
3. Identify the challenges and best practices of Total Quality
CONTENTS
1. Key Concepts of Quality
2. Quality Philosophies and Principles
3. Quality Frameworks and Models
4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
Culture is an integral part of an organization and Quality is one of the key focus of current business environment.Thus creating a need of changing existing traditional culture in to a quality culture.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
In today's business, quality is as important as it was ever before. As a key driver of customer satisfaction, quality transcends from products and services to the business model and customer experience. Moreover, successful Lean organizations in Japan are built on a strong foundation of quality. For without quality, delivering faster or cheaper is of no value to the customer.
This presentation introduces the basic concepts, philosophies and principles of quality. It includes the definitions of quality, benefits of quality improvement, teachings of the quality gurus, key elements of total quality, business excellence models, quality system and the methods and tools for quality improvement.
Also highlighted are the key quality mindsets and practices at the individual level: inspection is a poor substitute for quality; treat the next process as customer; quality begins with me; continuous improvement; and personal quality standards.
LEARNING OBJECTIVES
1. Gain knowledge on the key concepts, philosophies and principles of Quality
2. Understand the Total Quality frameworks, methods and tools
3. Identify the challenges and best practices of Total Quality
CONTENTS
1. Key Concepts of Quality
2. Quality Philosophies and Principles
3. Quality Frameworks and Models
4. Quality Improvement Methods and Tools
5. Challenges and Best Practices
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
Go through the seven quality tools training quiz and compare, how much you have learnt from this online training of 7QC tools? The quiz has 15 multiple choice questions based on seven quality tools. Choose one answer out of the given choices for every question write these choices on a paper. After completing the quiz compare yourself with answer key in the end of quiz. Find yourself where you are in learning of 7 QC Tools. If you find your performance is not up to the mark then go again for the training of seven QC tools. You may do it as many times as you want. Improve your performance every time you go through the training.
Being Quality Engineer I'll share that Why "Quality" of Anythings are so Important in any Manufacturing,Industry & Business To Establish the Reputation of Company Standards and Meets Customer's Satisfaction & Cost Effectively Quality is Part Of Everybody's Job.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
The new ISO 9001:2015 committee draft is published and distributed. There are changes which affect organizations who applied this standard. As it is among most famous ISO standards, follow up the changes would be critical and it is time to consider changes which might affect organizations' management systems.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
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
Go through the seven quality tools training quiz and compare, how much you have learnt from this online training of 7QC tools? The quiz has 15 multiple choice questions based on seven quality tools. Choose one answer out of the given choices for every question write these choices on a paper. After completing the quiz compare yourself with answer key in the end of quiz. Find yourself where you are in learning of 7 QC Tools. If you find your performance is not up to the mark then go again for the training of seven QC tools. You may do it as many times as you want. Improve your performance every time you go through the training.
Being Quality Engineer I'll share that Why "Quality" of Anythings are so Important in any Manufacturing,Industry & Business To Establish the Reputation of Company Standards and Meets Customer's Satisfaction & Cost Effectively Quality is Part Of Everybody's Job.
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Basic understanding of lean six sigma approach for improvementViral Jain
Before we start working on a project for process improvement.
It is very important to create awareness.
I made this presentation to provide basic understanding of Lean and six sigma.
Usually audience used to be SME, process owner and Higher management people.
After this training ,audience gets a roadmap/ strategy for improvement and how I will help them to improve.
I take their inputs after training and than we start with VOC, VOB and identification of problems and this is how I prefer to start.
The new ISO 9001:2015 committee draft is published and distributed. There are changes which affect organizations who applied this standard. As it is among most famous ISO standards, follow up the changes would be critical and it is time to consider changes which might affect organizations' management systems.
In this 1-hour webinar you’ll learn what Lean is, why Lean is good for business and how some of the basic Lean concepts like 8 Wastes and Visual Management can improve and transform your operation.
Download the slides and more at https://goleansixsigma.com/webinar-introduction-to-lean/
Start your free Yellow Belt Training at http://www.goleansixsigma.com/free-lean-six-sigma-training/
Get The 8 Wastes Poster at https://goleansixsigma.com/product/the-8-wastes-poster/
Embedding a culture of quality: ISO 9001:2015 FocusQualsys Ltd
What does an organisation with a mature culture of quality look like? In this ppt presentation, Richard Green, Former Head of Technical Services at CQI, explains what a culture of quality looks like, the essential building blocks and how to achieve this.
More information can be found: http://quality.eqms.co.uk/blog/6-critical-building-blocks-of-a-quality-culture
6th sem b pharma QC,QA
pharmaceutical quality assurance
Quality Management System
Introduction to ISO 9000
Eight Quality Management Principles
ISO 9000 Series
Advantages
Clauses
Introduction to ISO 14000
Standards under ISO 14000 series
NABL accreditation ( National Accreditation Board for Testing and Calibration Laboratories)
Function of NABL
Process of NABL
Moving your organization into the fast lane metroMike Vincent
Move your organization into the fast lane - making Scrum stick
Scrum is not just for software development. Use the principles of Scrum to move your whole organization into the fast lane. It's a big culture change and hard work but immensely rewarding.
How Sirus, Building Services Management Company use EQMS by Qualsys. Here Pauline Sourdille explains all the different ways the team use EQMS for compliance and quality management.
https://qualsys.co.uk/case-studies/sirus/
https://quality.eqms.co.uk/blog/good-practice-in-the-pharmaceutical-industry
What is GxP? What is GxP important for the life science industry? How can you use software to comply with GxP
Good Practice in the Life Science industry
More https://quality.eqms.co.uk/blog/introduction-to-apqp
New to the advanced product quality planning framework?
Don't despair. In this article, Mike Bendall, Business Mentor at Qualsys, explains APQP, provides a checklist for each APQP phase, and there is a link to download his APQP training course for beginners.
Full GDPR toolkit: https://quality.eqms.co.uk/gdpr-general-data-protection-regulation-eu-toolkit
This free online training presentation provides you with information about how to comply with the General Data Protection Regulation, managing breaches, engaging employees, key requirements and more.
ISO 45001:2018 Health and Safety Management SoftwareQualsys Ltd
Health and safety survey findings - the key challenges
Transitioning from OHSAS 18001 to ISO 45001:2018
Implementing a health and safety management system
A look at 3 case study organisations
Technology recommendations for:
Capturing risk and incident data
Root cause analytics, Big Data, IoT and predictive scoring
A culture of wellbeing and safety
Integrating health and safety considerations into business change processes
Examples of how our software is used
Get your questions answered
https://quality.eqms.co.uk/health-and-safety-webinar
Lean six sigma explained: Beginners trainingQualsys Ltd
A free online introduction to Lean six sigma principles.
Includes lean six sigma tools, philosophy, disciplines, history overview of lean six sigma, applying DMAIC for complex decision making, using Qualsys EQMS software for Lean Six Sigma.
Best practice approach for PLM, Product Supply and SourcingQualsys Ltd
Buy-in presentation for PLM professionals who want an electronic management system. Download this presentation and use it for your own business case if you need better control over the products you supply, product sourcing and a more agile approach to product life cycle management. EQMS software can help capture data throughout the product lifecycle.
ISO 22301 leadership buy in presentationQualsys Ltd
ISO 22301 Leadership buy-in presentation. Demonstrate your leadership skills with this ISO 22301 business continuity management system leadership buy-in presentation. This explains why business continuity is essential, why follow ISO 22301 and the resources required to get your business continuity management system established.
How to Drive Engagement with Enterprise Compliance SoftwareQualsys Ltd
Rob Gibson is an experienced IT Systems Manager who has developed his career at facilities management and food service company Sodexo. Over the past four years, Rob has been instrumental in rolling out EQMS - an electronic quality and compliance management system. Sodexo use EQMS to manage document control, audits, incident logging and training records for many of their heavily-regulated sites. Rob has introduced and managed a number of initiatives to raise awareness of the system and engage its users. Rob and his team are now on an exciting journey to roll out EQMS worldwide. As Sodexo is one of the largest employers in the world, this is not without its challenges! In this presentation, Rob shares his journey, tips and advice for rolling out a global quality and compliance management software solution.
Preparing for GDPR: General Data Protection Regulation - Stakeholder Presenta...Qualsys Ltd
Preparing for the new General Data Protection Regulation? Here is a presentation to help you to engage your employees with their new information security requirements. In this ppt presentation, you will find out: why GDPR, steps to manage compliance, important information security facts and some of the key articles.
7 Step Guide To Successfully Managing a Change Project & Winning Stakeholders...Qualsys Ltd
70% of change management projects fail! 46% of senior managers agree that communication is the biggest issue.
From initial reluctance for people to do things differently, not understanding WHY a change is being implemented, denial of requirement for change, overcoming objections is unique to each project and each organisation, language barriers in global organisations and managing change roll-out across multiple sites.
Follow this 7 Step Guide to win stakeholders hearts and minds.
Watch the presentation: http://quality.eqms.co.uk/asset-equipment-management
In this slideshare:
1. An Introduction to Equipment Management: Why Business Equipment is Critical to your Business and The 7 Key Problems with Managing Business Equipment.
2. The Asset Register : Record Keeping – Compliance and a Basis for Effective Management, What and Where.
3. Maintenance and Calibration: Keeping Track of Safety: Staff – Customers – Partners – the Public.
4. The High Cost of Failure: Regulatory Non-Compliance and Human and Financial Costs.
5. Best Practice: Safe Operation, Smart Equipment and the Internet of Everything
Use this Slideshare for a best practice approach towards:
- asset register,
- preventive maintenance schedule management,
- maintenance repair and operations,
- maintenance program for equipment,
- heavy equipment maintenance,
- programmed maintenance,
- medical equipment management, industrial equipment maintenance, equipment safety, and facility maintenance management strategies are discussed detail.
More information: www.eqms.co.uk .
This survey takes the temperature of the Quality Industry 2016, identifying trends and listening to your opinions on the most pressing issues facing Quality. Never before have Quality professionals encountered such pressure in balancing and prioritising various organisational demands such as:
Hitting KPIs despite a lack of resource and tighter deadlines.
Identifying new opportunities for process improvement.
Complying to evolving Standards and regulations.
Aggregating data from a multitude of data sources.
As technology evolves alongside developing regulatory requirements, so does the role of the Quality professional. It’s time to ask, how do you compare with others in your industry?
Good Document Control Practices and Procedures: ISO 9001:2015Qualsys Ltd
Read More: quality.eqms.co.uk/eqms-governance-risk-compliance-software-datasheets
Once upon a time, records lived in lever arch-files, filing cabinets and in cardboard boxes. All key documents and records were strictly guarded under lock-and-key by those who knew the rules, and applied them assiduously.
Nowadays, records exist all over the business, well beyond the reach of the traditional warden. With everything digital, records are stored on desktops or mobile devices, on clouds or on servers, on intranets or on social media.
But what impact has this decentralisation of records had on organisations?
In this fast paced, mobile world, documentation is created at break-neck pace.
Not only has the internet, remote working and globalisation completely changed the way documents are created, it has transformed how records are exchanged, viewed, interrogated and collaborated upon.
Despite the issues with lost company records, only a third of organisations feel their document control procedures are integrated enterprise-wide, according to an AIIM Industry Report.
Two in three organisations feel they have failed to integrate document control procedures across the organisation, or have little or no document control policy at all.
Not only do these companies risk litigation costs, loosing customer confidence, bad publicity and loosing confidential customer information, they are failing to exploit important knowledge resources.
EQMS Document Manager helps you to keep control of records. EQMS enables you to:
control access and usage of documented information, as well as the distribution and retrieval of documents.
Follow a systematic approach: e.g. follow the Plan > Do > Check > Act cycle.
Retain records: have documents to prove that you have done what you said you would do.
This supports organisations to meet the requirements of ISO 9001:2015 and other management standards.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
5. 9.00: Culture of quality
• What is a culture of quality
• Benefits of a culture of quality
• Five building blocks for a culture of quality
• Pitfalls of not managing culture
• Breakout session: What is your organisational culture?
6. Breakout session: Do you agree or disagree?
1. There is a sense that everyone is working together toward the same goal
2. Everyone’s opinion is valid
3. Information is shared on a need-to-know basis
4. We work with our customers in a collaborative manner
5. I am never made to feel like I’ve failed, only that I’ve had an experience I
can learn from
6. There is open communication among all staff levels, and information is
shared with everyone
7. Everyone’s primary concern is that their own work is done right
8. I don’t feel my opinion is valued; the boss is always right
9. Failure and mistakes are not tolerated
10. The focus at work is ensuring that processes work well
8. Less than 10% of quality professionals said internal stakeholders
are very willing to contribute to quality initiatives
• “That’s for quality”
• “The compliance team should have
noticed and managed this.”
• “That’s not my job.”
• “That’s not the responsibility of my
team”
• “I’m not sure what to do”
Chaotic
Reactive
Defined
Proactive
Pre-
emptive
9. Culture of quality
• Quality has never been so
important
• More pressure from new
technologies, increasingly
complex supply chains and more
compliance requirements
• £238 million less annually fixing
mistakes – companies with highly-
developed quality cultures
(Harvard Business Review)
12. A quality culture exists when all
employees seamlessly embed quality
improvement into their daily activities…
13. Five building blocks for a culture of quality
1. Leadership quality advocates
2. Employee empowerment
3. Customer-centric operation
4. Collaborative working is the norm
5. Continual improvement is formal and
structured
14. Culture of quality
Low complexity High complexity
High rate of change Power
Fast-paced or changeable
work but simple and straight
forward.
Task
High-paced work of a unique
or complex nature
Low rate of change Role:
Steady, relatively unchanging
or patterned work of a
predictable nature
Person
Steady work of a unique
nature at the micro level
15. Do a gap analysis
• Ask
• What constitutes an ideal culture?
• What behaviours need to be achieved?
• Who needs to do what?
• Gaps and inconsistencies?
16. You cannot change your
destination overnight,
but can you change
your direction
instantly
19. 9.45: Customer-focused business
• Why focus on the customer?
• Mistakes to avoid
• Customer loyalty versus customer
satisfaction
• How to focus on the customer
21. Why focus on the customer
• Leadership quality advocates
• Employee empowerment
• Customer-centric operation
• Collaborative working is the norm
• Continual improvement is formal and
structured
22. Customer Vs operational focus
• Business empowerment
• Hiring
• Staff Training
• Leadership
• People first
• Customer service
23. 10 characteristics of a customer-focused business:
• Quick
• Easy
• Exceed expectations
• Consistent
• Deal with disappointment
• Empower their staff
• Equip their staff
• Spot and remove blockages
• champion their customer champions
• Embed customer-thinking at every level
24. How to focus on the customer
• Leadership quality advocates
• Employee empowerment
• Customer-centric operation
• Collaborative working is the norm
• Continual improvement is formal and
structured
25. ISO 9001:2015 – where does it talk about the customer?
Everywhere!
Clause Title Description
Clause 4 Context The purpose of implementing a quality management system is to
consistently provide products and services that meet customer
requirements and enhance its customers’ satisfaction.
Clause 5 Leadership Top management to take the lead in demonstrating the organisation’s
commitment to its customers and maintain a customer focus. Top
management must address any risks or opportunities that might impact or
enhance customer satisfaction.
Clause 6 Planning Quality objectives must be relevant to enhancing customer satisfaction.
Clause 7 Support Identifying resources needed to enhance customer satisfaction.
Clause 8 Operation The organisation must communicate effectively with its customers,
covering management of customer feedback.
Clause 9 Performance
evaluation
Put in place arrangements to monitor and assess the degree to which
customers believe their requirements for products and services have been
met.
Clause 10 Improvement Seek out and realise improvement opportunities that will better enable
the organisation to meet customer requirements and enhance their
customers’ satisfaction.
30. 67% of GRC professionals
say leadership aren’t
engaged with quality
31. Importance of Leadership
“Leadership aren’t engaged with quality. They do it because they have to,
not because they see the cost-saving potential.”
“The rules are too difficult and boring. Quality brings little empirical
value to the leadership role and they feel like their time is better spent
elsewhere.”
“Leadership see quality as a necessary overhead, rather than a cost-saver.”
“We’re only consulted when something goes wrong – we’re still a bolt-on at
the end of a project, rather than integrated into the business processes.”
“Leadership only want a certificate on the wall.”
“It’s too easy for leadership to have an “over to you” attitude.”
Survey feedback August 2017
32. Role of leadership
• Leadership needs to ensure that
responsibilities and authorities for
relevant roles are assigned, communicated
and understood within the organisation.
• Organisational change Leaders need to
ensure the integrity of the management
system is maintained when changes are
planned and implemented.
• It is the management’s responsibility to
ensure these tasks are planned,
implemented and achieved
33. Clause 5: Leadership
Do your leadership team…
• Inform everyone of the importance of the quality
management system?
• Tell everyone why they should participate in its
effective implementation?
• Ensure the quality policy and quality objectives are
compatible with the strategic direction and the
Context of the Organisation?
• Promote risk-based thinking in respect of their
organisation’s quality management system?
• Make sure the management system achieves its intended
outcome?
• Ensure there are adequate resources to maintain the
quality management system?
• Ensure the effectiveness of the quality management
system?
34. Leadership vs Management
• Management:
• Processes
• Rely on tangible, measurable
capabilities
• Leadership:
• Behaviour
• Strongly on less tangible and less
measurable
What makes a great quality leader?
http://get.eqms.co.uk/skills-quality-career-progression
35. Benefits of leadership commitment
• People will understand and be motivated
towards the organisation’s goals and
objectives
• Activities are evaluated, aligned and
implemented in a unified way
• Miscommunication between levels of an
organisation will be minimised
• A clear vision of the organisation’s
future is established
• Challenging goals and targets are set
• Shared values, fairness and ethical role
models are established at all levels of
the organisation
• Trust is established and fear is
eliminated
• People are provided with the required
resources, training and freedom to act
with responsibility and accountability
• People are inspired, encouraged and their
36. Five key things you need from leadership
• Clear definition of organisational structure,
hierarchy, roles and performance
• SMART Goals and mission
• Monitor performance
• Time to review, every week
• What is your corporate culture?
37. Top tips from peers
The Key Issue Advice Offered
No direct line to
leadership
“The QP needs direct access to the executive team. In larger
organisations, the executive team focus is on commercial effectiveness
and productivity without necessarily addressing the link between
implementation of an effective management system and operational
performance. Be really clear what you want leadership to do.”
Jon Swift, Head of Compliance and Risk at TBS GB Ltd.
Leadership sees
quality as a cost
“You need to demonstrate how quality improves customer experience
and reduces churn. Introduce quality awareness programs.”
Roger Van Beeck – RJS Management Services
Not speaking the
language of the
business
"I trained all my quality staff on business. It isn't about quality - it is
about business. We speak a different lanugage from everyone else and
expect them to understand. I find quality professionals are too focussed
on quality and not on what everyone else is driving forward."
Dr. Patrick Druggan, Ipsen
Not knowing who
is engaging with
the system
“We got Qualsys Ltd to do a health check of our quality management
system. It helped us to understand how effective the quality
management system is to our leadership team.”
Quality Manager – Thomas Miller
Different
objectives /
drivers
“You can win by tightly coupling Voice of the Customer & management
engagement initiatives e.g. centralise actions lists and a complaints
inventory.”
Former member of BNP Paribas Fortis
Lack of tangible
objectives
“Raise awareness of quality and centralise all quality initiatives.”
James Mwathi, KTDA, Kenya
No single source of
truth
“If you do not have a single source of truth, you are not doing your job.
You need a central system to make it easy for your leadership team.”
Paul Isherwood, SHS Drinks
Not
communicating
“Schedule weekly / monthly meetings demonstrating objectives and
results.”
D Morgan, Echo Managed Services
Talking the
language of
leadership
“Many management teams want a certificate on the wall, so you need
to use that to your advantage. Explain how to use the standard to
benefit the company (not the certification body).”
Tommaso Plamitesta, Avanti Performance
Lack of
accountability
“Layered process audits driven from top management allows them to see
acts of non-compliance in day-to-day activity.”
Anon
Defining
Leadership
"Quality professionals need to have leadership abilities (read Daniel
Goleman on Leadership)."
Karl Pallister, Sapphire Ballustrades
The Key Issue Advice Offered
No direct line to leadership
“The QP needs direct access to the executive team. In larger organisations, the executive team focus is on commercial
effectiveness and productivity without necessarily addressing the link between implementation of an effective management
system and operational performance. Be really clear what you want leadership to do.”
Jon Swift, Head of Compliance and Risk at TBS GB Ltd.
Leadership sees quality as a cost
“You need to demonstrate how quality improves customer experience and reduces churn. Introduce quality awareness programs.”
Roger Van Beeck – RJS Management Services
Not speaking the language of the
business
"I trained all my quality staff on business. It isn't about quality - it is about business. We speak a different lanugage from
everyone else and expect them to understand. I find quality professionals are too focussed on quality and not on what everyone
else is driving forward."
Dr. Patrick Druggan, Ipsen
Not knowing who is engaging with
the system
“We got Qualsys Ltd to do a health check of our quality management system. It helped us to understand how effective the
quality management system is to our leadership team.”
Quality Manager – Thomas Miller
Different objectives / drivers
“You can win by tightly coupling Voice of the Customer & management engagement initiatives e.g. centralise actions lists and a
complaints inventory.”
Former member of BNP Paribas Fortis
Lack of tangible objectives
“Raise awareness of quality and centralise all quality initiatives.”
James Mwathi, KTDA, Kenya
No single source of truth
“If you do not have a single source of truth, you are not doing your job. You need a central system to make it easy for your
leadership team.”
Paul Isherwood, SHS Drinks
Not communicating
“Schedule weekly / monthly meetings demonstrating objectives and results.”
D Morgan, Echo Managed Services
Talking the language of leadership
“Many management teams want a certificate on the wall, so you need to use that to your advantage. Explain how to use the
standard to benefit the company (not the certification body).”
Tommaso Plamitesta, Avanti Performance
Lack of accountability
“Layered process audits driven from top management allows them to see acts of non-compliance in day-to-day activity.”
Anon
Defining Leadership
"Quality professionals need to have leadership abilities (read Daniel Goleman on Leadership)."
Karl Pallister, Sapphire Ballustrades
40. 11.30: How Standards should help not hinder
• What are quality standards?
• Why are standards important?
• 9001:2015 Overview
• Benefits of adopting a QMS
• Who uses standards?
45. ISO 9001:2015 Overview
ISO 9001 is the internationally recognized Quality Management
System (QMS) standard that can benefit any size organization.
Designed to be a powerful business improvement tool, ISO 9001
Quality Management certification can help you to:
• Continually improve, streamline operations and reduce costs
• Win more business and compete in tenders
• Satisfy more customers
• Be more resilient and build a sustainable business
• Show you have strong corporate governance
• Work effectively with stakeholders and your supply chain
46. Benefits of the new ISO 9001:2015 standard
1. Bringing Quality and Continuous Improvement
into the heart of your business
2. Aligned business
3. Leadership commitment
4. Opportunities as well as risks
5. Governance tool
6. Profitability
7. An integrated approach through Annex SL
https://quality.eqms.co.uk/hubfs/Annex SL.pdf
47. Clause 1 - Scope
The scope sets out the intended outcomes
of the management system. The outcomes
are industry specific and should be
aligned with the context of the
organisation (clause 4).
• Demonstrate ability to consistently
supply products and services that meet
customer and applicable statutory and
regulatory requirements.
• “Output resulting from product
realisation” has been removed to
reflect changes to the definition of
48. Clause 2 – Normative References
Provides details of the reference standards or publications relevant to the
particular standard.
49. Clause 3 – Terms and Definitions
• Details terms and definitions applicable to
the specific standard in addition to any
formal related terms and definitions
standard.
• Main changes:
• Risk
• Innovation
• Management responsibility Leadership
• Purchasing, Outsourcing Externally
provided processes, products and services
50. Clause 4 - Context of the organisation
• The context of the QMS and how the
business strategy supports this.
• Clause 4 determines why the
organisation is here.
4.1 Understanding the organisation
and its context: New requirement
4.2 Understanding the needs and
expectations of interested
parties: New requirements
4.3 Determining the scope of the
management system
4.4 The management system:
Enhanced
Context of
the
organisation
Purpose of
the
organisation
Strategic
direction
Intended
results of
quality
management
system
51. Clause 5 - Leadership
Concerns the role of “top
management”: the group of people who
direct and control your organisation
at the highest level.
• 5.1: Leadership and commitment: New
requirement
• 5.2: Policy
• 5.3: Organisational roles,
responsibilities, and authorities:
Enhanced requirement
52. Clause 6 - Planning
How an organisation plans actions to address
both risks and opportunities.
• 6.1: Actions to address risks and
opportunities
• 6.2: Management system objectives and planning
to achieve them
• 6.3: Planning of change
53. Clause 7 - Support
• Get the right resource to the
right people and the right
infrastructure in place
• 7.1: Resources – Enhanced
Requirement
• 7.2: Competence
• 7.3: Awareness
• 7.4: Communication – Enhanced
Requirement
• 7.5: Documented information
54. Clause 8 - Operation
• How to meet customer requirements and
execute plans and processes
• Consider risks associated with a
product or service, customer
requirements, customer feedback, and
any statutory requirements
• 8.1 Operational planning and control
– Enhanced Requirement
• 8.2 Requirements for Products and
Services
• 8.3 Design and development of
products and services
• 8.4 Control of externally provided
processes, products and services
• 8.5 Production and Service Provision
• 8.6 Release of Products and Services
55. Clause 9 - Performance evaluation
• Measure and evaluate your QMS to
ensure that it is effective
• Determine what, how and when
things are to be monitored,
measured, analysed and evaluated.
• 9.1 Monitoring, measurement,
analysis and evaluation
• 9.2 Internal audit
• 9.3 Management review
56. Clause 10 - Improvement
• Determine and identify
opportunities for continual
improvement of the QMS
• 10.1 Non-conformity and
corrective action
• 10.2 Continual improvement
58. ISO 9001:2015 – where does it talk about risk?
Clause Title Description
Clause 4 Context Determine the processes required for operation of the quality
management system and the risks and opportunities associated
with these processes.
Clause 5 Leadership Top management must ensure that the risks and opportunities
that can affect conformity of products and services and the
ability to enhance customer satisfaction are determined and
addressed.
Clause 6 Planning To give assurance that the quality management system can
achieve its intended results, prevent or reduce, undesired
effects and achieve continual improvement.
Clause 8 Operation The organisation is required to implement processes to address
risk and opportunities.
Clause 9 Performance
evaluation
The organisation is required to monitor, measure, analyse and
evaluate risk and opportunities.
Clause 10 Improvement The organisation is required to continually improve processes
whilst responding to changes in risks and opportunities.
75. Diageo case study
• 21,000+ employees
• Disparate locations
• Distinct segments of employees:
• Reducing cost / hassle of producing
defect-free goods
• Emphasis on customer satisfaction
• Local site managers chose campaigns they
thought would appeal to their site
76. Sodexo case study
• Change management
• Obstacles:
• Not invented here
• Time pressures
• Ownership of current solution
• Flavour of the month
• Deployment comes to an end
• Not a one-size fits all approach
• Fast wins, slow wins and failures!
77. Blended learning interventions
• Coca Cola case study:
• Had a problem with QESH culture
• QESH the accountability of the QESH
department, not everybody’s responsibility
• Audits were uncovering issues such as “QESH
should have noticed and put this right…”
• Used live drama in boot camps followed by a
training package
81. Tips
• Ask them to teach you how they do
their role
• Use big data to get buy-in
• Identify common goals using SMART
objectives, roles and
responsibilities
• Involve stakeholders in the data
gathering and summarising process
https://quality.eqms.co.uk/hubfs/Culture%20of%20q
uality%20tips%20from%20peers.pdf