W. Edward Deming, Joseph Juran, and Philip B. Crosby were influential quality pioneers in the 20th century. Deming pioneered the use of statistics in quality and encouraged the PDCA cycle for problem solving. Juran advocated for quality planning and goal setting. Crosby defined quality as conformance to requirements and promoted zero defects. Each developed influential frameworks for quality improvement, including Deming's 14 Points, Juran's 10 steps, and Crosby's 14 steps. They helped drive Japan's emergence as a quality leader and transformed approaches to quality management.
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
Total Quality Management is a combined effort of both top level management as well as employees of an organization to formulate effective strategies and policies to deliver high quality products which not only meet but also exceed customer satisfaction.
TQM is an approach for continuously improving the quality of goods and services delivered through the participation of all levels and functions of the organization.
TQM is an intensive, long term efforts to transform all parts of the organization in order to produce the best product and service possible to meet customer’s need.
GIVE ETAILS OF ALL THE MAJOR TQM GURUS LIKE EMING, JURAN , ISHIQAWA, CROSBY AND THEIR CONTRIBUTIONS LIKE QUALITY CIRCLE , 14 DIMENSIONS OF QUALITY , QUALITY IS FREE, QUALITY TRIOLOGY
Quality Circle is a small group of employees who work-in same work area meet at periodic intervals to discuss work-related issues and to offer suggestions & ideas for improvements in production methods and quality control .
Total Quality Management is a combined effort of both top level management as well as employees of an organization to formulate effective strategies and policies to deliver high quality products which not only meet but also exceed customer satisfaction.
TQM is an approach for continuously improving the quality of goods and services delivered through the participation of all levels and functions of the organization.
TQM is an intensive, long term efforts to transform all parts of the organization in order to produce the best product and service possible to meet customer’s need.
GIVE ETAILS OF ALL THE MAJOR TQM GURUS LIKE EMING, JURAN , ISHIQAWA, CROSBY AND THEIR CONTRIBUTIONS LIKE QUALITY CIRCLE , 14 DIMENSIONS OF QUALITY , QUALITY IS FREE, QUALITY TRIOLOGY
Chapter 1, Quality Assurance, Total Quality Management, Zia Ul Haq, Spring 2016, Preston University Karachi, Service Quality, Quality in Product, Quality in Service, Juran 10 Points, Baldrige Award, Croby 14 Points
Note of Quality and Change Management MGMT 5212Rashna Maharjan
Infrastructure university Quality management is the act of overseeing all activities and tasks that must be accomplished to maintain a desired level of excellence. Change management is a systematic approach to dealing with the transition or transformation of an organization's goals, processes or technologies.
Continuous Improvement using the Toyota WayAnita Rao
This slide deck provides a summary of the famous Toyota Way and process framework for continous improvement. It can be used in any industry not specifically manufacturing. I created it for Hi Tech.
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.
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.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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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.
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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.
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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
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Deming juran-crosby
1. 1
W. Edward Deming
Pioneered the use of statistics and sampling methods
Became interested in the work of statistician Walter
Shewhart and believed the principles could be applied to
non-manufacturing environments
In the early 1950’s he lectured Japanese business on
quality concepts leading directly to the emergence of
Japan as a quality leader
2. 2
W. Edward Deming
Encouraged the adoption of a systematic approach
to problem solving known as the Deming or PDCA
(Plan Do Check Act) cycle
Plan
DoCheck
Act
- Objectives
- Methods
- Train
- Execute
- Against objectives
- Immediate remedies
- future actions
3. 3
Deming’s 14 Points for
Management
1. Create constancy of purpose for the improvement of the
product and service.
2. Adopt the new philosophy.
3. Cease dependence on inspection to achieve quality.
4. End the practice of awarding business on the basis of
price tag alone. Instead, minimize total cost by
working with a single supplier.
5. Improve constantly and forever every process for
planning, production, and service.
4. 4
Deming’s 14 Points for
Management
6. Institute training and retraining.
7. Adopt and institute leadership.
8. Drive out fear.
9. Breakdown barriers between staff areas.
10. Eliminate slogans, exhortations, and targets for the
workforce.
11. Eliminate numerical quotas for the workforce and
numerical goals for management.
5. 5
Deming’s 14 Points for
Management
12. Remove barriers that rob people of workmanship.
13. Institute a vigorous program of education and self-
improvement for everyone.
14. Put everybody in the company to work to accomplish
the transformation.
6. 6
The Deming Chain Reaction
Improve
Quality
Costs decrease because
of less rework, fewer mis-
takes, few delays, better
use of machine time and
materials.
Productivity
improves
Capture the
market with
better quality
and lower price
Stay in
business
Provide jobs
and more jobs
Mary Walton, The Deming Method, 1986
7. 7
Joseph Juran
Like Deming, was invited to Japan in the early 1950’s by
the Union of Japanese Scientists and Engineers (JUSE)
Strong advocate of the need for quality planning and the
setting of clear and measurable goals
Has been very critical of some of the quality initiatives
of the 1990’s as lacking substance
8. 8
Juran’s 10 Steps to Quality
Improvement
1. Build awareness of the need and opportunity for
improvement.
2. Set goals for improvement.
3. Organize to reach the goals (establish a quality council,
identify problems, select projects, appoint teams,
designate facilitators).
4. Provide training.
5. Carry out projects to solve problems.
6. Report progress.
9. 9
Juran’s 10 Steps to Quality
Improvement
7. Give recognition.
8. Communicate results.
9. Keep score.
10. Maintain momentum by making annual improvement
part of the regular systems and processes of the
company.
10. 10
Philip B. Crosby
Known for his book “Quality is Free” and the concepts
of:
Do It Right The First Time
Zero Defects
Defines quality as conformance to requirements and has
no tolerance for acceptable quality limits
Strong believer that management is responsible for
quality
11. 11
Crosby’s 14 Steps to Quality
Improvement
1. Make it clear that management is committed to quality.
2. Form quality improvement teams with representatives
from each department.
3. Determine where current and potential quality
problems lie.
4. Evaluate the cost of quality and explain its use as a
management tool.
5. Raise the quality awareness and personal concern of all
employees.
12. 12
Crosby’s 14 Steps to Quality
Improvement
6. Take actions to correct problems identified through
previous steps.
7. Establish a committee for the zero-defects program.
8. Train supervisors to actively carry out their part of the
quality improvement program.
9. Hold a “zero-defects day” to let all employees realize
that there has been a change.
10. Encourage individuals to establish improvement goals
for themselves and their groups.
13. 13
Crosby’s 14 Steps to Quality
Improvement
11. Encourage employees to communicate to management
the obstacles they face in attaining their improvement
goals.
12. Recognize and appreciate those who participate.
13. Establish quality councils to communicate on a regular
basis.
14. Do it all over again to emphasize that the quality
improvement program never ends.
14. 14
Comparison
Deming Juran Crosby
Definition of
quality
Continuous
improvement
Fitness for use Conformance to
requirements
Emphasis Tools/system Measurement Motivation
(behaviour)
Types of tools Statistical
process control
Analytical, cost-
of-quality
Minimal use
Use of goals and
targets
Not used Significant
emphasis
Posted goals for
workers
Editor's Notes
1. Constancy of purpose: Rather than making money, the company’s role should be to stay in business and provide jobs through innovation, research, constant improvement, and maintenance. 2. Adopt the new philosophy: Too tolerant of poor workmanship and sullen service Need new religion in which mistakes and negativism are unacceptable 3. Cease dependence on inspection Firms inspect a product – with defective products either thrown out or reworked In effect, companies are paying workers to make defects and then correct them Quality comes not from inspection but from improvement of the process 4. End the practice of awarding business on the basis of price tag alone Purchasing departments often operate on orders to seek the lowest-priced vendor Instead, they should seek the best quality and work to achieve it with a single supplier for any one item in a long-term relationship 5. Improve constantly and forever Improvement is not a one-time effort Management is obligated to continually look for ways to reduce waste and improve quality
6. Institute training on the job Too often, workers learn their job from another worker who was never trained properly They can’t do their jobs, because no one tells them how 7. Institute leadership Job of a supervisor is not to tell people what to do or to punish but to lead Leading consists of helping people to do a better job 8. Drive out fear Many employees are afraid to ask questions or take a position, even when they do not understand what the job is It is necessary for better quality and productivity that people feel secure 9. Breakdown barriers between staff areas Often staff areas – departments, areas, compete against each other or have goals that conflict They do not work as a team so they can solve or foresee problems 10. Eliminate slogans, exhortations and targets These never helped anyone do a better job Let people put up their own slogans 11. Eliminate numerical quotas for the workforce and numerical goals for management Quotas take account only of numbers, not quality or methods They are usually a guarantee of inefficiency and high cost A person, to hold a job, meets a quota at any cost, without regard to damage to the company
12. Remove barriers to pride of workmanship People are eager to do a good job and distressed when they can’t Too often, misguided supervisors, faulty equipment and defective materials stand in the way These barriers must be removed 13. Institute a vigorous program of education and retraining Both management and the workplace will have to be educated in the new methods, including teamwork and statistical techniques 14. Take action to accomplish the transformation It will take a special top management team with a plan of action to carry out the quality mission Workers can’t do it on their own, nor can managers A critical mass of people in the company must understand the 14 points, the 7 deadly diseases