In their efforts to decrease costs, improve customer loyalty and extend brand reputation, organizations need a holistic, long-term view of enterprise quality management systems.
An organization can benefit from establishing an effective quality management system (QMS) to ensure customer requirements are consistently met. A QMS coordinates activities to continually improve performance by defining processes that produce quality products and services. Implementing a QMS involves designing, building, controlling, deploying, measuring, reviewing, and improving the system. Certification of a QMS by an independent third party can provide assurance to customers and improve an organization's competitiveness.
SSCG Insight: Agile Automotive Quality Governance and OversightEugene Nizeyimana
Agile approach is changing the way companies manage quality. When becomes a company’s standard delivery methodology, it invigorate the way quality delivery, assurance and oversight is managed. This requires a significant shift in practices and behaviours that affect all parts of both the business and quality function. When well executed, Agile Quality Delivery will minimise quality risks, realise expected benefits, improve value delivery and cross functional collaborative management.
Need of Lean & Six Sigma to Achieve Business Excellence in SMEspaperpublications3
This document discusses the need for small and medium enterprises (SMEs) to implement Lean Six Sigma (LSS) methods to improve quality, productivity, and cost competitiveness in order to meet global demand and retain customers. LSS can help SMEs eliminate waste and reduce costs through tools that optimize processes. Case studies show large companies saved over $1 billion through LSS. While total quality management and total productive maintenance may be difficult for SMEs, LSS provides similar benefits with less investment. LSS tools like value stream mapping, root cause analysis, and statistical process control can help SMEs improve processes to consistently deliver high quality products at lower costs.
The document discusses best practices for implementing a successful supplier governance program. It identifies challenges in controlling supplier quality, such as the global nature of supply chains. It then outlines five best practices: 1) using data analytics to prioritize suppliers based on risk and performance; 2) streamlining supplier evaluation processes; 3) broadening supplier assessments; 4) establishing collaborative corrective action processes; and 5) sharing responsibility for quality improvement with suppliers. The goal is to take a risk-based approach and find more efficient ways to oversee suppliers.
The document discusses the history and principles of Total Quality Management (TQM). It notes that TQM originated from post-World War II research in Japan and the United States. Key principles of TQM include that quality can and must be managed, processes rather than people cause problems, the need to address root causes, making every employee responsible for quality, ensuring quality is measurable, requiring continuous quality improvements, and viewing quality as a long-term investment. The document emphasizes that TQM is a comprehensive, long-term approach involving all departments and management levels.
The document discusses product quality management systems. It provides an overview of quality management tools and strategies that can be used, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and more. It also discusses quality management challenges and solutions for different consumer product industries like food and beverage, personal care, tobacco, and how an enterprise quality management software system can help automate processes and ensure compliance.
The International Aerospace Quality Group (IAQG) expects to issue a revised version of the Aerospace Standard AS9101 later this year. The revision, called Rev E, will focus audits more on process effectiveness and the achievement of quality objectives. Auditors will intensely examine process management and will expect to see that quality performance is monitored and measured against objectives. Organizations need to select key performance indicators (KPIs) that reflect critical success factors and review them to ensure they still apply given changes to processes, objectives, or business scope. Rev E provides an opportunity for organizations to re-examine their quality policies and processes in preparation for the new audit standards.
An organization can benefit from establishing an effective quality management system (QMS) to ensure customer requirements are consistently met. A QMS coordinates activities to continually improve performance by defining processes that produce quality products and services. Implementing a QMS involves designing, building, controlling, deploying, measuring, reviewing, and improving the system. Certification of a QMS by an independent third party can provide assurance to customers and improve an organization's competitiveness.
SSCG Insight: Agile Automotive Quality Governance and OversightEugene Nizeyimana
Agile approach is changing the way companies manage quality. When becomes a company’s standard delivery methodology, it invigorate the way quality delivery, assurance and oversight is managed. This requires a significant shift in practices and behaviours that affect all parts of both the business and quality function. When well executed, Agile Quality Delivery will minimise quality risks, realise expected benefits, improve value delivery and cross functional collaborative management.
Need of Lean & Six Sigma to Achieve Business Excellence in SMEspaperpublications3
This document discusses the need for small and medium enterprises (SMEs) to implement Lean Six Sigma (LSS) methods to improve quality, productivity, and cost competitiveness in order to meet global demand and retain customers. LSS can help SMEs eliminate waste and reduce costs through tools that optimize processes. Case studies show large companies saved over $1 billion through LSS. While total quality management and total productive maintenance may be difficult for SMEs, LSS provides similar benefits with less investment. LSS tools like value stream mapping, root cause analysis, and statistical process control can help SMEs improve processes to consistently deliver high quality products at lower costs.
The document discusses best practices for implementing a successful supplier governance program. It identifies challenges in controlling supplier quality, such as the global nature of supply chains. It then outlines five best practices: 1) using data analytics to prioritize suppliers based on risk and performance; 2) streamlining supplier evaluation processes; 3) broadening supplier assessments; 4) establishing collaborative corrective action processes; and 5) sharing responsibility for quality improvement with suppliers. The goal is to take a risk-based approach and find more efficient ways to oversee suppliers.
The document discusses the history and principles of Total Quality Management (TQM). It notes that TQM originated from post-World War II research in Japan and the United States. Key principles of TQM include that quality can and must be managed, processes rather than people cause problems, the need to address root causes, making every employee responsible for quality, ensuring quality is measurable, requiring continuous quality improvements, and viewing quality as a long-term investment. The document emphasizes that TQM is a comprehensive, long-term approach involving all departments and management levels.
The document discusses product quality management systems. It provides an overview of quality management tools and strategies that can be used, including check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, histograms, and more. It also discusses quality management challenges and solutions for different consumer product industries like food and beverage, personal care, tobacco, and how an enterprise quality management software system can help automate processes and ensure compliance.
The International Aerospace Quality Group (IAQG) expects to issue a revised version of the Aerospace Standard AS9101 later this year. The revision, called Rev E, will focus audits more on process effectiveness and the achievement of quality objectives. Auditors will intensely examine process management and will expect to see that quality performance is monitored and measured against objectives. Organizations need to select key performance indicators (KPIs) that reflect critical success factors and review them to ensure they still apply given changes to processes, objectives, or business scope. Rev E provides an opportunity for organizations to re-examine their quality policies and processes in preparation for the new audit standards.
This document discusses supplier selection, certification, and relationship development. It provides guidance on selecting suppliers based on criticality, technical knowledge, and specialization. The certification process aims to determine if suppliers meet needs, develop capabilities, and build strong relationships. Relationship development involves inspection, training, using a team approach, and recognition to foster quality improvement and create incentives for suppliers.
Frank Rzeznikiewicz is an experienced operations and engineering management professional with a demonstrated record of turning around underperforming facilities and leading organizations to increased profitability through quality management and lean manufacturing techniques. He has led facilities from significant losses to record performance levels and received numerous awards for achievements in quality improvement, cost reduction, and productivity gains. Rzeznikiewicz has over 15 years of experience in senior leadership roles with Fortune 50 companies, specializing in financial and operational turnarounds.
The document discusses Total Quality Management (TQM). It explains key concepts of TQM including defining quality, costs of quality, quality leaders and their contributions, the TQM philosophy focusing on customer needs and continuous improvement, quality tools like PDSA cycles and control charts, quality in product design and managing suppliers. It also covers quality awards like the Malcolm Baldrige Award and ISO quality certifications that recognize organizational excellence in quality management.
Case study gamification approach to analytics deploymentAditya Madiraju
The document describes a case study of introducing and promoting analytics services at a global marketing operations hub through gamification. It faced challenges of being seen as just an operations team and lack of funding. A diagnosis found high client focus led to individualism over process. An action plan used gamification to improve processes, train staff, and promote analytics. Gamification helped socialize changes by altering behaviors and understanding reactions through games and platforms like social media. It identified behavioral factors and created a unified customer experience program around commitment and involvement principles.
The document discusses the Tata Business Excellence Model (TBEM) framework for achieving business excellence and world-class performance. It outlines the seven categories of TBEM including leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and business results. It also discusses using TBEM to develop strategies, deploying through key business processes, and continuously evaluating and improving to close gaps.
1) Effective model validation aims to provide confidence in a model's robustness and results for management decision making. A validation process assesses a model's capabilities and limitations and promotes continuous improvement.
2) For validation to generate value, it must consider building trust in the model, using the model in decision making ("embedding"), and enabling continuous model improvement. Building trust requires demonstrating validation's business value through transparent communication.
3) Embedding a model requires senior management engagement and understanding. Validation helps build necessary trust for management to use model outputs in decisions. This embedding takes time as a significant change process.
Know the Best Cost Reduction & Performance Management StrategiesNext Level Purchasing
You will learn :
1. Learn to Leverage Total Cost to Serve to Pinpoint Cost Reduction Opportunities
2. Understand how Effective Product Development Mechanisms can Yield Cost Reduction
3. Understand how the Balanced Scorecard Methodologies enhance Performance Management Strategies
The document discusses benchmarking best practices to improve processes. It suggests benchmarking supply chain operations using SCOR, which provides a framework to facilitate cross-organizational benchmarking in areas like planning, sourcing, production, and delivery. Companies should benchmark competitors as well as firms in unrelated industries. The goals of benchmarking are to identify inefficient processes, measure value added at each step, find reasons for delays, and implement improvements. Planning benchmarking involves collecting and analyzing data, reporting findings, learning from others, and institutionalizing changes.
Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through organizational culture change. TQM involves excelling on all dimensions important to customers, focusing on conformance rather than features. Six Sigma aims for near perfection with 3.4 defects per million opportunities. Both rely on data-driven problem solving, continuous improvement, and empowering employees. Their goal is transforming organizations to prioritize customers and quality in all processes.
The document discusses the importance of customer focus and satisfaction for organizations. It states that customer needs should drive production and service systems in order to create satisfied, loyal customers. It also describes tools for identifying and segmenting customer groups and collecting customer feedback, such as listening posts and surveys. Additionally, it discusses the need for organizations to link customer input to their design, production and service delivery processes in order to meet and exceed customer expectations.
Supply Chains around the world are witnessing rapid transformation due to many factors including digitization and cybersecurity. Procurement Professionals as a whole seem to be behind the curve with these trends.
You will learn how the following with impact the Procurement Function:
1. Social Responsibility
2. Digitization
3. Supplier Relationship Management
4. Supply Risk Management
The document discusses operation and supply strategy. It defines operation strategy as setting policies and plans for using a firm's resources to support its long-term competitive strategy. Operation strategy involves strategic decisions about planning, quality control, and organizing the operations function. It also discusses several competitive dimensions firms consider, including cost, quality, delivery speed and reliability, flexibility, and other product-specific criteria. Firms must decide which dimensions are most critical and focus resources accordingly, as excelling at all dimensions simultaneously is not possible due to trade-offs. The document also outlines frameworks for developing manufacturing and service operation strategies that fit with a firm's overall corporate strategy.
The 2016 Quality Management System Vendor Software Benchmark Report is a survey across industries and geographies on IT/Technology systems used today for Quality Systems across the product or service value chain. The 2016 Survey had over 400+ participants world-wide. Comparisons to 2015 Benchmark are also included. A complete Vendor Listing is located in Appendix II.
This document discusses the key components of an effective quality management system. It begins by outlining the benefits of implementing quality management software, such as automating processes like corrective and preventive action plans. It then lists several essential components that a quality management system and software should include, such as facilitating regulatory compliance, customizable workflows, and integrating with other systems. The document also provides examples of commonly used quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. In closing, it emphasizes that a robust quality management system connects all departments and processes to help companies improve quality and regulatory compliance.
Operational Risk: Solvency II and the external factors’ analysisIgnacio Reclusa
This document discusses how to properly assess operational risk under Solvency II by considering processes, capabilities, and external factors. It provides an example assessment of the seven main risk categories (product, marketing, actuarial, etc.) by scoring each attribute (processes, capabilities, external factors) from 1-10 and calculating a total risk score. By only considering processes previously, the insurance company underestimated operational risk exposure by 1.2 million euros compared to the more comprehensive three-attribute approach. The document advocates analyzing external factors at the macroenvironment, industry, and competitor levels to fully capture relevant risks.
Project delivery standardization framework innovate vancouverInnovate Vancouver
Redefining best practices, processes, and standards for project delivery?
Innovate Vancouver can help
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
The document discusses total quality management (TQM) in the airline industry. TQM aims to achieve customer satisfaction and cost effectiveness through process improvement, customer and employee involvement, and training. Key elements of TQM for airlines include continuous improvement, communication, customer satisfaction, management commitment, teamwork, and process improvement. Implementing TQM in airlines can be difficult due to issues like organizational culture change and measuring effectiveness, but benefits include reduced costs, risks, delays, and improved customer perceptions.
FDA Requirements for Supplier Management: A Primer from EduQuestEduQuest, Inc.
FDA requirements for supplier management are outlined by EduQuest president Martin Browning, who also provides practical advice for avoiding common mistakes companies make in managing relationships with third-party vendors, suppliers and auditors.
This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It aims to inspire the reader to try out Haiku Deck's unique presentation style.
Social Media Recommendations - Sweet Nectar SocietyJanet Gutierrez
The document provides recommendations for improving social media presence on Facebook, Twitter, and Instagram for a nonprofit organization. For Facebook, it recommends linking the Instagram account, removing draft logos from photo albums, and replying to comments. For Twitter, it suggests manually posting instead of linking from Facebook and making the cover photo less text-heavy. For Instagram, including the phone number in the bio and linking the account to Facebook are recommended. Overall, it advises creating a posting schedule, using consistent hashtags, creating a Bitly account, analyzing analytics, and turning off notifications.
This document discusses supplier selection, certification, and relationship development. It provides guidance on selecting suppliers based on criticality, technical knowledge, and specialization. The certification process aims to determine if suppliers meet needs, develop capabilities, and build strong relationships. Relationship development involves inspection, training, using a team approach, and recognition to foster quality improvement and create incentives for suppliers.
Frank Rzeznikiewicz is an experienced operations and engineering management professional with a demonstrated record of turning around underperforming facilities and leading organizations to increased profitability through quality management and lean manufacturing techniques. He has led facilities from significant losses to record performance levels and received numerous awards for achievements in quality improvement, cost reduction, and productivity gains. Rzeznikiewicz has over 15 years of experience in senior leadership roles with Fortune 50 companies, specializing in financial and operational turnarounds.
The document discusses Total Quality Management (TQM). It explains key concepts of TQM including defining quality, costs of quality, quality leaders and their contributions, the TQM philosophy focusing on customer needs and continuous improvement, quality tools like PDSA cycles and control charts, quality in product design and managing suppliers. It also covers quality awards like the Malcolm Baldrige Award and ISO quality certifications that recognize organizational excellence in quality management.
Case study gamification approach to analytics deploymentAditya Madiraju
The document describes a case study of introducing and promoting analytics services at a global marketing operations hub through gamification. It faced challenges of being seen as just an operations team and lack of funding. A diagnosis found high client focus led to individualism over process. An action plan used gamification to improve processes, train staff, and promote analytics. Gamification helped socialize changes by altering behaviors and understanding reactions through games and platforms like social media. It identified behavioral factors and created a unified customer experience program around commitment and involvement principles.
The document discusses the Tata Business Excellence Model (TBEM) framework for achieving business excellence and world-class performance. It outlines the seven categories of TBEM including leadership, strategic planning, customer focus, measurement and analysis, workforce focus, process management, and business results. It also discusses using TBEM to develop strategies, deploying through key business processes, and continuously evaluating and improving to close gaps.
1) Effective model validation aims to provide confidence in a model's robustness and results for management decision making. A validation process assesses a model's capabilities and limitations and promotes continuous improvement.
2) For validation to generate value, it must consider building trust in the model, using the model in decision making ("embedding"), and enabling continuous model improvement. Building trust requires demonstrating validation's business value through transparent communication.
3) Embedding a model requires senior management engagement and understanding. Validation helps build necessary trust for management to use model outputs in decisions. This embedding takes time as a significant change process.
Know the Best Cost Reduction & Performance Management StrategiesNext Level Purchasing
You will learn :
1. Learn to Leverage Total Cost to Serve to Pinpoint Cost Reduction Opportunities
2. Understand how Effective Product Development Mechanisms can Yield Cost Reduction
3. Understand how the Balanced Scorecard Methodologies enhance Performance Management Strategies
The document discusses benchmarking best practices to improve processes. It suggests benchmarking supply chain operations using SCOR, which provides a framework to facilitate cross-organizational benchmarking in areas like planning, sourcing, production, and delivery. Companies should benchmark competitors as well as firms in unrelated industries. The goals of benchmarking are to identify inefficient processes, measure value added at each step, find reasons for delays, and implement improvements. Planning benchmarking involves collecting and analyzing data, reporting findings, learning from others, and institutionalizing changes.
Total Quality Management (TQM) and Six Sigma aim to improve customer satisfaction, profitability, and competitiveness through organizational culture change. TQM involves excelling on all dimensions important to customers, focusing on conformance rather than features. Six Sigma aims for near perfection with 3.4 defects per million opportunities. Both rely on data-driven problem solving, continuous improvement, and empowering employees. Their goal is transforming organizations to prioritize customers and quality in all processes.
The document discusses the importance of customer focus and satisfaction for organizations. It states that customer needs should drive production and service systems in order to create satisfied, loyal customers. It also describes tools for identifying and segmenting customer groups and collecting customer feedback, such as listening posts and surveys. Additionally, it discusses the need for organizations to link customer input to their design, production and service delivery processes in order to meet and exceed customer expectations.
Supply Chains around the world are witnessing rapid transformation due to many factors including digitization and cybersecurity. Procurement Professionals as a whole seem to be behind the curve with these trends.
You will learn how the following with impact the Procurement Function:
1. Social Responsibility
2. Digitization
3. Supplier Relationship Management
4. Supply Risk Management
The document discusses operation and supply strategy. It defines operation strategy as setting policies and plans for using a firm's resources to support its long-term competitive strategy. Operation strategy involves strategic decisions about planning, quality control, and organizing the operations function. It also discusses several competitive dimensions firms consider, including cost, quality, delivery speed and reliability, flexibility, and other product-specific criteria. Firms must decide which dimensions are most critical and focus resources accordingly, as excelling at all dimensions simultaneously is not possible due to trade-offs. The document also outlines frameworks for developing manufacturing and service operation strategies that fit with a firm's overall corporate strategy.
The 2016 Quality Management System Vendor Software Benchmark Report is a survey across industries and geographies on IT/Technology systems used today for Quality Systems across the product or service value chain. The 2016 Survey had over 400+ participants world-wide. Comparisons to 2015 Benchmark are also included. A complete Vendor Listing is located in Appendix II.
This document discusses the key components of an effective quality management system. It begins by outlining the benefits of implementing quality management software, such as automating processes like corrective and preventive action plans. It then lists several essential components that a quality management system and software should include, such as facilitating regulatory compliance, customizable workflows, and integrating with other systems. The document also provides examples of commonly used quality management tools like check sheets, control charts, Pareto charts, scatter plots, Ishikawa diagrams, and histograms. In closing, it emphasizes that a robust quality management system connects all departments and processes to help companies improve quality and regulatory compliance.
Operational Risk: Solvency II and the external factors’ analysisIgnacio Reclusa
This document discusses how to properly assess operational risk under Solvency II by considering processes, capabilities, and external factors. It provides an example assessment of the seven main risk categories (product, marketing, actuarial, etc.) by scoring each attribute (processes, capabilities, external factors) from 1-10 and calculating a total risk score. By only considering processes previously, the insurance company underestimated operational risk exposure by 1.2 million euros compared to the more comprehensive three-attribute approach. The document advocates analyzing external factors at the macroenvironment, industry, and competitor levels to fully capture relevant risks.
Project delivery standardization framework innovate vancouverInnovate Vancouver
Redefining best practices, processes, and standards for project delivery?
Innovate Vancouver can help
Travis Barker, MPA GCPM
Consulting@innovatevancouver.org
The document discusses total quality management (TQM) in the airline industry. TQM aims to achieve customer satisfaction and cost effectiveness through process improvement, customer and employee involvement, and training. Key elements of TQM for airlines include continuous improvement, communication, customer satisfaction, management commitment, teamwork, and process improvement. Implementing TQM in airlines can be difficult due to issues like organizational culture change and measuring effectiveness, but benefits include reduced costs, risks, delays, and improved customer perceptions.
FDA Requirements for Supplier Management: A Primer from EduQuestEduQuest, Inc.
FDA requirements for supplier management are outlined by EduQuest president Martin Browning, who also provides practical advice for avoiding common mistakes companies make in managing relationships with third-party vendors, suppliers and auditors.
This white paper discuss on building a supply chain beyond risks factors surrounding organization operations. Companies today work on several supply chain strategies to improve their supply chain.
Risk factors in as-is process and how to eliminate those risks.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It aims to inspire the reader to try out Haiku Deck's unique presentation style.
Social Media Recommendations - Sweet Nectar SocietyJanet Gutierrez
The document provides recommendations for improving social media presence on Facebook, Twitter, and Instagram for a nonprofit organization. For Facebook, it recommends linking the Instagram account, removing draft logos from photo albums, and replying to comments. For Twitter, it suggests manually posting instead of linking from Facebook and making the cover photo less text-heavy. For Instagram, including the phone number in the bio and linking the account to Facebook are recommended. Overall, it advises creating a posting schedule, using consistent hashtags, creating a Bitly account, analyzing analytics, and turning off notifications.
This document summarizes a research paper that explores school improvement through greater democratic practices and student participation in Ghana. It discusses how schools currently operate in an authoritarian manner, with little student input. The study involved interviews and mock school councils to understand student and teacher perspectives on improving schools. Key findings indicated that students and teachers supported more democratic structures like school councils. The researcher argues that interventionist research is needed to help shift mindsets away from authoritarian practices and promote democratic citizenship through education.
Librarians use surveys to measure user behavior, gather information on the resources patrons are looking for, and for feedback on library services.
In this presentation, survey research expert Lesley Andres, Professor, Department of Education, University of British Columbia, outlines her top tips for creating and deploying effective surveys. View the slides to see her best practices for phrasing questions, offering answer choices, and minimizing bias.
Lhoist is a 125-year-old, family-owned, global company operating in 25 countries with 90 plants. It has a broad range of markets and supplies local markets worldwide. The company values respect, courage, and integrity and is driven by customers, markets, and opportunities. It believes in continuity, long-term thinking, and being pioneers that look beyond boundaries.
From Silo to Synergy: How E-Invoicing Drives Value into a Larger Procure-to-P...SAP Ariba
Accounts Payable and Procurement are both critical links in the P2P value chain. Procurement negotiates the right rates from the right suppliers, while Accounts Payable is tasked with paying the right amount at the right time. But too often they are separated by both organizational and process silos, and neither knows what the other is doing.
As a result, companies lose millions in negotiated savings and opportunity costs each year because of operational inefficiencies and lack of visibility into the entire P2P process. In this session, you will learn how to align Procurement and Accounts Payable through an end-to-end, closed-loop source-to-settle process to achieve operational excellence and, in the process, transform Accounts Payable into a high-performing profit center.
This document provides details for a first level supervisor training hosted by Consolidated Painting Contractors on February 15th, 2014. The training was for Ralph Murray, who works as a first level supervisor at Consolidated Painting Contractors. The document is dated November 30, 2007 and includes the student name and course title fields to be filled in.
This document provides an overview of Lhoist, a family-owned company with over 125 years of experience in lime, minerals, and calcined products. Lhoist has a worldwide presence with operations across Europe, North America, South America, Asia, Africa, and Russia. They employ over 6,000 people across 100 plants in more than 25 countries. Lhoist offers a diverse range of minerals, calcined products, and specialty products to industries such as steel, environment, building, pulp and paper, and more. Their goal is to create solutions for customers by offering quality products and services through expertise, reagents, and associated services.
The document discusses systems, synergy, and models. It defines a system as being made up of individual parts that work together to perform a function. Synergy is described as two or more things working together in a particularly fruitful way to produce an effect greater than the sum of their individual effects. A model is defined as a representation or simulation of something that is used when the real thing is unavailable or impractical.
A system is an organized collection of interdependent components that work together to perform a function through the transfer of energy and/or matter. Examples include ecosystems and organizations. Systems can be open, closed, or isolated depending on whether matter and/or energy are exchanged with the external environment. Key components of systems include inputs, flows within the system, outputs, and storage areas. Positive feedback reinforces change while negative feedback brings a system back into equilibrium. Models are used to represent and simulate real-world systems.
The document discusses the various imaginary surfaces that must be established around airport runways according to FAR Part 77. These surfaces include the primary surface, which is aligned with and extends 200 feet beyond each end of the runway. The horizontal surface is a horizontal plane 150 feet above the airport elevation. The conical surface extends outward and upward at a 20:1 slope from the horizontal surface. The transitional surfaces extend outward and upward at a 7:1 slope to connect the approach and horizontal surfaces or approach and transitional surfaces. The approach surfaces are centered on the runway centerline and extend beyond the primary surface at various slopes depending on the type of runway. These surfaces are established to ensure the safe operation of aircraft by keeping the areas around the
Gardner Denver is committed to fostering an inclusive environment that respects individual differences. They expect new employees to make an impact right away with resources and mentorship from leaders. Gardner Denver also feels great ideas can come from anywhere in the organization and actively promotes innovative ideas to improve their products and services.
The document discusses biodiversity, including the three main types: species diversity, genetic diversity, and ecosystem (habitat) diversity. Species diversity refers to the variety of species in an area, while genetic diversity refers to the genetic variation within a species. Habitat diversity involves conserving different habitats to protect species and genetic diversity. Biodiversity is important but facing threats like habitat loss and low genetic variation in some species like cheetahs.
Offering an unrivalled level of service, our aim is to connect organisations with leading professionals through our team’s sector specific knowledge and in-depth understanding of the Middle East market.
An ecosystem consists of all the living organisms in a given area along with the abiotic components they interact with, like air, water, soil and sunlight. The structure of an ecosystem includes the biological communities and distribution of organisms, as well as the quantity and distribution of non-living resources. The functions of an ecosystem include nutrient cycling through food chains and webs, energy flow, and processes like primary production and decomposition that allow the ecosystem to function as a self-sustaining unit.
This document discusses supervisory responsibilities for safety. It outlines that supervisors must conduct safety meetings, investigations, assist with job safety analyses, maintain equipment and work areas, provide training, and supervise employees. Safety meetings should be held monthly for Class A agencies and quarterly for Class B agencies. Their purpose is to promote safety awareness and share information. Supervisors are responsible for conducting investigations any time an incident or accident occurs. Job safety analyses break jobs into steps and identify hazards to develop safe procedures. Supervisors must ensure job safety analyses are developed when needed and used for training. Inspections of work areas must be conducted monthly for Class A agencies and quarterly for Class B agencies to identify and correct hazards. Supervisor training
This document provides an overview of Total Quality Management (TQM) and some of its key concepts. It discusses that TQM is a management philosophy focused on continuously improving processes and exceeding customer expectations. The document outlines some of the basic concepts of TQM including top management commitment, customer satisfaction, employee involvement, continuous process improvement, and performance measures. It also discusses tools used in TQM like quality improvement teams, benchmarking, and statistical process control.
The document discusses ways to optimize a company's quality management system (QMS). It recommends regularly reviewing the QMS to identify gaps and areas for improvement. Companies should harmonize quality processes across business units to prevent silos and identify issues. Adopting lean principles and automating quality processes can improve efficiency. Regularly evaluating and improving the QMS through reviews, harmonization, lean techniques and automation helps enhance product safety and prevent defects.
This document introduces the Bureaucracy Measurement Index (BMI) as a tool to help companies assess and address bureaucracy. The BMI breaks down a company's processes, assigns scores based on performance, risk, and impact, and identifies the most bureaucratic and problematic areas. This allows companies to prioritize reducing bureaucracy in efficient, low-risk processes, while maintaining appropriate oversight for high-risk processes. Once areas of unnecessary bureaucracy are addressed, companies can focus on differentiating capabilities that drive growth. Robotic process automation is also introduced as a way to reduce bureaucracy by automating repetitive manual tasks. An example of applying the BMI at an oil company to streamline capital expenditure approvals is provided.
Business Process Re-Engineering by ADITI WALIAAditi Walia
For the first time ever, this presentation on BPR has a wide coverage of so many topics regarding BPR, it includes not only definition + issues affecting BPR + about core processes of business + history about BPR + General Model + Role of IT in BPR + its objectives + Outcomes as well as problems related to BPR in a very simple and fluent manner along with interactive diagrams and figures so as to aid even the naive or first time reader.
The Business Strategy Of Mazzella CompaniesAshley Davis
Skyline Technologies will help Bang & Bang implement a technological system to enable a more efficient manufacturing process through increased productivity and throughput. The system aims to give Bang & Bang a competitive advantage by ensuring efficiency is maximized while profits are increased. Skyline needs to develop an easy to implement solution that meets Bang & Bang's needs and infrastructure while maintaining security over inventory.
From 'Zero Defect Software' to 'First Time Right with Business'Cognizant
Quality Assurance (QA) departments now need to go beyond zero defect software delivery to encompass both IT and business requirements through end-to-end testing protocols. Representing a true step change for IT organizations, business process assurance entails a blend of analytics-driven Business Process Testing (BPT) and User Acceptance Testing (UAT).
Transformation to World Leading Quality: Is Your Organization Ready?Cognizant
Becoming a world leading quality organization is an increasing imperative that requires mastery of people, processes, tools and analytics where cost of quality (CoQ) and quality performance index (CPI) are essential markers and organizational change management (OCM) is a prime directive.
SSCG Insight: Agile Automotive Quality Governance and OversightSSCG Consulting
Agile approach is changing the way companies manage quality. When becomes a company’s standard delivery methodology, it invigorate the way quality delivery, assurance and oversight is managed. This requires a significant shift in practices and behaviours that affect all parts of both the business and quality function. When well executed, Agile Quality Delivery will minimise quality risks, realise expected benefits, improve value delivery and cross functional collaborative management.
Process excellence being efficient & effectiveSumit K Jha
This document discusses process excellence and how it can be applied holistically across an organization's key processes to improve efficiency and effectiveness. It provides examples of how processes in areas like product development, marketing, sales, finance, HR, outsourcing, and innovation can impact business performance if not managed effectively and efficiently. The document also introduces two common frameworks used for process excellence - Lean and Six Sigma. It notes that while these frameworks overlap, they differ in their underlying philosophies and both have been adopted by many global and Indian companies to improve processes.
Capgemini Consulting Claims Ops Model Alignment Program 3 13 2015Claire Louis
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DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
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BS 99001 Quality Management in the Built Environment sector.pdfdemingcertificationa
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Decoding Quality Management Systems
1. Decoding Quality Management Systems
Quality defines the character of any product or process. To better
manage and extend brand reputation, organizations need a holistic,
long-term view of enterprise quality management systems to tamp
down costs and drive profitable growth by keeping customers loyal
and satisfied.
Executive Summary
Whether building a new product or improving
processes or services, quality is the bedrock of
an organization’s long-term success. In fact, qual-
ity increasingly defines the brand. Consider that
of the estimated 250,000-plus new products
launched annually, between 85% and 95% fail;1
clearly, to build a successful brand, companies
must make the most of the 5% to 15% of prod-
ucts that gain market acceptance — tough odds,
indeed, for building a winning business.
Although multiple factors can cause product fail-
ure, quality is considered by most experts to be
among the leading contributors. And if or when
products fail, companies need to understand
the role that quality played and and calculate
the resulting cost to their reputation and brand
image. Building in quality from the get-go is criti-
cal to market success and is typically attained
by deploying quality management system (QMS)
applications that help to continually improve pro-
cess efficiency and effectiveness to drive high
performance.
This white paper offers insights into the QMS land-
scape, highlights challenges of selecting the right
solution and partner, details leadership dilemmas,
and provides sound advice on how to make qual-
ity job one across the enterprise.
A QMS Primer
Several factors — including an ever-evolving
product manufacturing landscape, internal orga-
nizational challenges and a dynamic global
business climate — are driving organizations
across industries to transform product and pro-
cess quality, as well as keep closer tabs on supplier
quality (see Figure 1, next page). Market pressures
remain intense, both in heavily regulated indus-
tries, such as life sciences, medical devices and
food and beverage, as well as in industries such as
automotive and industrial manufacturing.
These pressures are driving organizations to
strive for the highest level of quality in all aspects
of their operations. However, they must overcome
many challenges along the way to achieving that
goal, as well as strong cost competitiveness and
rapid speed of delivery.
• Cognizant 20-20 Insights
cognizant 20-20 insights | october 2015
2. In the manufacturing world, QMS applications
provide the foundation for enforcing quality
policy and processes across the extended enter-
prise. Organizations often approach QMS as a
means to not only meet regulatory and compli-
ance requirements but also better manage and
achieve operational goals, such as enhanced
product quality, continuous business efficiency
and accelerated time-to-market. QMS maturity
plays a significant role in enhancing shopfloor
manufacturing operations, product and process
quality performance, and overall organizational
performance.
Figure 2 illustrates the role of QMS across the
value chain, revealing how these systems touch
every functional area, from product planning
and definition to customer engagement. It also
highlights how QMS addresses key quality areas,
including advanced product quality planning
(APQP), statistical process control (SPC), audit,
corrective action and preventive action (CAPA),
non-conformance (NC), customer complaints and
regulatory compliance.
Globalization
Resource availability
Changing customers
Continued drive for value
Government regulations/
activism
Need to address evolving
specifications & protocols
Global alignment on quality
Data management issues
Recalls
Compliance challenges
Claims challenges
Increased competition
Value war
Complex portfolio
Increased global opportunities
External failures
Evolving Industry
Landscape
Internal Challenges
Business Climate
Plan and
Define
Research and
Development
Process Design
and Development
Product and
Process Validation
Production/
Manufacturing/Assembly
and Packaging
Warehousing
and Distribution
Customer
QMS Touchpoints
Quality policy
Document
management
Risk management
Quality by design
Good laboratory
practice
AQL checks/
in-process checks
Manufacturing
scale-up
Supplier selection
BoM and process
flow
APQP/PPAP
Supplier quality
Audit management
Change control
Inspection and calibration
Statistical process control
Product traceability
Non-conformance/
deviation handling
CAPA/CAR/SCAR
Quality of service
Compliance specifics
Customer complaints
Forces Driving Product and
Process Quality
Role of QMS across the Value Chain
Figure 1
Figure 2
cognizant 20-20 insights 2
3. cognizant 20-20 insights 3
Quality Process and
Application Challenges
At many organizations, quality is looked upon as
a separate department rather than as a shared
responsibility; as a result, it is often addressed in
a reactive and inefficient manner. In these cases,
quality remains a “just fix the issue” concern
rather than an investment in sustaining competi-
tiveness. However, winning organizations have
demonstrated that continued outperformance
requires a collective effort, in which every indi-
vidual who is part of the quality process shares
responsibility for meeting customer requirements.
Most manufacturers lack an integrated view on
quality or a consensus on which functions to
centralize, source, localize or share across the
enterprise. Most also lack enterprise-wide gov-
ernance; instead, each business unit has its own
mandate for budgeting and prioritizing quality. To
coordinate quality across the enterprise, senior
management must tap an executive with direct
responsibility for quality improvements within all
functional areas of the organization.
Quality processes — whose values are intercon-
nected and correlated — must be integrated to
fully leverage the data capabilities of applications
that manage quality. An integrated view estab-
lishes a culture of collaboration across functional
groups; for example, a production part approval
process (PPAP) requires close collaboration not
only between the purchasing and quality func-
tions but also with the external supplier.
Organizations have built a complex set of dis-
parate applications over the years to manage
enterprise-wide quality processes. These siloed
applications — including homegrown applications,
spreadsheets, point solutions and applications
based on outdated technology — are often not
integrated with one another and lack broader
functional capabilities to support the business.
Most of these applications are also heavily cus-
tomized and are non-intuitive; moreover, the same
application is often used differently across vari-
ous business units and geographies, and different
applications are sometimes used for the same
process to address internal and external qual-
ity. There is no single dominant application, and
little or no integration among applications. This
fragmentation, incompleteness and lack of consis-
tency have resulted in operational inefficiencies,
increased cost and end-user dissatisfaction.
Further complicating matters, multiple applica-
tions are often required to manage closely linked
areas such as audit management, non-confor-
mance (NC) handling and corrective action and
preventive action (CAPA). This forces users to
manually manage the linkage between an audit
finding and its respective CAPA.
Organizations wrestling with the complexity of
duplicate quality functionality and processes
across legacy systems usually attempt to simplify
and consolidate applications into standardized
platforms that help eliminate unnecessary costs,
as well as position enterprise QMS as a strategic
business capability for the future.
With the emergence of millennial workers —
tech-savvy, mobile-centric, socially-networked
employees who will dominate the workforce by
the end of this decade — the relevance and effec-
tiveness of addressing quality issues now requires
organizations to meet a fast-rising and accelerat-
ing benchmark for minimum digital competency.
This includes adopting an enterprise QMS, made
possible by the new digital-centric world.
With the emergence of millennial
workers, the relevance and
effectiveness of addressing
quality issues now requires
organizations to meet a fast-rising
and accelerating benchmark for
minimum digital competency. This
includes adopting an enterprise
QMS, made possible by the new
digital-centric world.
4. cognizant 20-20 insights 4
Selecting a QMS: An Executive
Determination
With minimal data or experience, business leaders
need to evaluate if or how a QMS they are consid-
ering delivers the following capabilities:
• Greater visibility and escalation of operational
quality issues.
• The ability to address potentially risky opera-
tional trends.
• Adaptation to regulatory changes and corre-
sponding business initiatives.
• The ability to impact quality procedures across
business units or operating sites.
• Coordination of quality control across suppliers
and extended partners.
A QMS investment requires a systematized pro-
gram approach to scoping, implementation and
management across system lifecycles. The follow-
ing factors should also be considered:
• The ability to bridge process gaps.
• Simplification of the existing technology
landscape and adoption of newer technology.
• Effort vs. benefits.
• Sunk investments.
• Growth strategy and business objectives.
Based on these factors, business leaders should
identify quality improvement opportunities by
assessing current process and application gaps.
The decision to grasp these opportunities and
commit to a future course must be viewed in light
of practical constraints, current and future needs,
business continuity and the ability of the organi-
zation to handle change.
The future course of action can be determined
by evaluating several possible hypotheses (see
Figure 3).
Key Factors Impacting QMS Hypotheses
The selected hypotheses will directly impact the
key considerations outlined above. In Figure 3,
Hypothesis 4 will have maximum impact on these
key factors and will offer the greatest level of bene-
fits with respect to the effort required. Meanwhile,
Hypothesis 1 and 2 will involve sunk costs for cus-
tomization or future upgrades to maintain the
systems or applications. While Hypothesis 1 offers
fewer long-term benefits, Hypothesis 3 helps close
the process gap through out-of-the-box (OOTB)
functionality; it does not, however, deliver greater
Evaluating QMS Investments
Figure 3
Hypotheses Outcomes
Existing New
MinimalChangeReengineer
ProcessGaps
Systems Gaps
Existing New
MinimalChangeReengineer
Process
Systems
• Leverage additional
features of current
systems.
• Harmonize processes and systems.
• Integrate current
systems with
necessary process
changes.
• Invest in new
“best-in-class” enterprise
QMS with significant
process improvements
for all dimensions.
• Introduce new
functionalities as and
when required in QMS.
• Continue with current
system. Build a custom
integration tool
to extract information from
other systems.
• Retain current
process
definitions.
• Use recent QMS
solutions and retain
current process
definitions.
• Huge effort required to
build integration tool for
disparate systems.
• Possibility of continued process
and system mismatch.
• User acceptance
likely to be
questionable.
• New solutions cover
only partial functionality,
requiring continued existence
of some functional silos.
• Process complexity might
decrease due to system
enablers.
•User acceptance likely to be mixed.
• Huge effort required to
build integration tool
for disparate systems.
• Possibility of continued system
and process complexity.
• May involve further
customization.
• QMS covering multiple
dimensions provides an
integrated quality environment.
• Significant process
improvements, leading
to key business benefits.
• User acceptance
likely to be high.
42 4
1 3
2
t
4
1
e
3
5. 5cognizant 20-20 insights
benefits than Hypothesis 4, and it provides little
long-term flexibility. The results of all four hypoth-
eses are summarized in Figure 4.
Evaluating QMS Applications
Because enterprise QMS centralizes various func-
tions (i.e., audit management, NC handling, etc.),
it can help improve quality management across
geographies and divisions through process stan-
dardization and automation. It creates a single
platform for cross-functional communications
and collaboration that synchronizes and ingrains
quality across the value chain.
Organizations are revisiting their quality strate-
gies and are in the early stages of centralizing the
quality function. QMS providers are beginning to
adopt elements of social networking, real-time
analytics and mobility, and are also working on
their next generation of products, as a result of:
• Cloud-based technology, which has the
potential to drastically reduce costs.
• Modular platforms that can accelerate return
on investment (ROI) before the full implemen-
tation is completed.
• Digital transformation.
Multiple niche and stand-alone players offer QMS,
as well as enterprise system vendors that are
incorporating QMS into enterprise resource plan-
ning (ERP), product lifecycle management (PLM)
and manufacturing execution system (MES) appli-
cations suites.
Figure 4
Hypotheses Assessment: Evaluating Potential Outcomes
Factors Hypothesis 1 Hypothesis 2 Hypothesis 3 Hypothesis 4
Solution capability to bridge
process gaps (through OOTB
or minimal customization)
Simplification of technology
landscape
Effort vs. benefits Low benefit
High benefit
Sunk investments
Current system
with customization
Current system with
future upgrades
Growth strategy and
business objectives
Depends on
adoption level
√
Plan and
Define
Research and
Development
QMS for R&D and Product Development QMS for Manufacturing and Distribution
PLM
ERP
CRMCRM
MES
Product and
Process Validation Production/
Manufacturing/Assembly
and Packaging
Process Design and
Development
Warehousing
and Distribution Customer
Where QMS Fits in the Manufacturing Value Chain and Technology Landscape
Figure 5
√
√
√
√
√
√
√
√!
6. To choose the right approach, organizations need
to understand the QMS landscape and their own
specific needs.
• PLM-based QMS is advantageous when PLM
investments have already been made. Gener-
ally, PLM-based QMS is best for organizations
that engineer complex products with a focus on
time-to-market. PLM helps integrate the func-
tions of quality from design through manufac-
turing by employing a lifecycle approach; this
approach ensures that feedback from sources
such as non-compliance and corrective actions
is routed to engineering to help address quality
issues. PLM couples model-based develop-
ment and simulations, helping organizations
to better leverage visualization and variation
analyses that greatly impact quality, as well as
reduce cost of quality (compared with physical
prototypes). In this scenario, a separate QMS
must be tightly integrated to leverage these
benefits.
• ERP-based QMS makes sense if the organi-
zation is in the middle of an ERP deployment.
Among the primary benefits of ERP-based QMS
is the use of a single platform, which reduces
the need for multiple systems and costly inte-
gration. For large organizations, an ERP-based
QMS is usually included as part of the broader
ERP deployment.
• MES-based QMS is best suited for an organi-
zation that is highly focused on manufacturing,
has already established operational excellence,
has a continuous improvement group seeking
to enhance quality processes and manufactur-
ing performance, and has harmonized quality
processes. Many MES vendors include com-
plementary QMS functionalities within their
solution sets.
• Best-of-breed QMS applications provided by
niche players typically represent the unique
quality needs of a manufacturing organization.
Their solutions generally offer reduced time-to-
value, lower costs and high flexibility compared
with dedicated PLM and ERP systems.
Business executives need to evaluate the advan-
tages and disadvantages associated with the
various solution types from a long-term strategic
standpoint to make a business case and forecast
the impact of the QMS build-vs.-buy decision.
Application types can be classified as point and
enterprise applications.
Point applications are typically offered as cus-
tomized off-the-shelf (COTS) or OOTB and are
implemented to address a particular need, such
as production part approval process (PPAP) or
audit management; they address an immediate
problem within a functional area of the organiza-
tion. Enterprise applications, on the other hand,
address the needs of the organization across
departments and functions, and include more
than one solution. They are scalable, configurable
and flexible enough to address future QMS needs.
Selecting a Best-Fit Enterprise QMS
Common challenges that organizations face when
deciding on a QMS include:
• Making the fundamental design choices
required to get the entire QMS challenge right.
• Keeping QMS lean, simple and agile so that the
right information gets to the right employees
at the right time.
• Ensuring the QMS fully meets regulatory
requirements and reduces compliance con-
cerns.
When selecting an application, organizations
need to begin with a long-term vision of their QMS
strategy. In the short term, a point application
often seems to be the most viable, cost-effective
option; however, organizations with a long-term
quality vision need to ensure that the solution will
evolve to meet their needs as they grow.
Over time, organizations typically invest in mul-
tiple point applications; however, the associated
costs (maintenance and support, training, licens-
ing, etc.) are often greater than expected due to
needed customizations. Eventually, organizations
move to an enterprise-wide application, under-
cognizant 20-20 insights 6
When selecting an application,
organizations need to begin
with a long-term vision of
their QMS strategy.
7. mining the time, effort and investment in the
point solution. When making their application
selection, organizations should weigh the follow-
ing parameters:
• Functionality.
• Industry fit.
• Ability to integrate with the organization’s
internal systems, as well as those of its
customers, partners and suppliers.
• Scalability and flexibility.
• Software pricing/licensing model.
• Vendor’s ability to provide service and support
across geographies.
• Ease of use.
Moving Forward
In today’s digital world, it is increasingly
important for business leaders to assess and
understand the potential for a QMS initiative
to enhance sustainable competitive advantage
and profitable growth. Effective QMS programs
build and support quality policies and processes
across organizational functions to not only fulfill
the company’s quality vision but also enable the
enterprise to be future-ready.
The success of the quality initiative to adopt
and implement an enterprise QMS requires the
unwavering commitment and dedicated support
of executive leadership. Evaluation conclusions
need to be supported by evidence and assessed
against criteria or standards agreed upon by busi-
ness executives. Justifying a decision involves the
following steps:
• Analysis of an evaluation’s findings and
synthesis of various sources of information to
reach a deeper understanding.
• Interpretation of the findings to convey
evidence in relevant ways that leadership can
truly appreciate.
• A comparison of investigative findings and
interpretations with agreed-upon criteria and
standards.
cognizant 20-20 insights 7
Footnotes
1 “The Most Memorable Product Launches of 2010,” Forbes, http://www.forbes.com/2010/12/03/most-
memorable-products-leadership-cmo-network.html.
Develop a flexible,
industry-leading QMS
solution to support
accelerated growth.
Leverage technology
as a competitive
advantage.
Deliver efficient QMS
solution that enables
organizations to win.
Strengthen QMS implementation
advantage across all business
units and geographies.
Business Objectives for QMS
Figure 6
References
• Peter De Boeck, Ulrich Huber, Kasper Jahn, Henrik Jørck Nielsen, “Reinventing the QMS: Adding
Agility and Robustness to Control and Compliance,” McKinsey & Co., 2014.
• “Beyond Compliance: The Strategic Role of Quality Management Systems,” Forrester Research, Inc.
• Joan Schneider and Julie Hall, “Why Most Product Launches Fail,” Harvard Business Review,
April 2011, https://hbr.org/2011/04/why-most-product-launches-fail.