This document discusses several key principles of total quality management including the 7 habits of highly effective people, strategic planning, quality goals and objectives, quality planning, quality councils, quality policies, customer types, customer/supplier chains, and continuous process improvement. It emphasizes that TQM requires a focus on both internal and external customers. The document also covers performance measurement, employee involvement, teams, decision making methods, and supplier partnerships in TQM.
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
Quality in the past was more related conforming to requirements, in lot of cases as it relates to engineering requirements and not necessarily enthusiastic customer experience. It was a very narrow definition of quality and focused more on Things Gone Wrong. Goal was to reach a level of customer accepted.
Quality definition today is much broader and winning in quality in this highly competitive environment requires deployment game changing quality strategies.
We will discuss how to infuse the voice of the customer into the way we design our products and services so that they exceed customer expectations. Organizations that engage all functions within enterprise and are customer centric will differentiate themselves from the rest of the competition. This presentation will provide an integrated roadmap on how to integrate proactive quality strategies such as Design for Six Sigma (DFSS), Advanced Product Quality Planning (APQP), Design Failure Modes and Effects Analysis (DFMEA), Process Failure Modes and Effects Analysis (PFMEA) along with reactive strategies such as Six Sigma and control plans to achieve organizational excellence.
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Quality management, Assurance and control..
"
How to implement operational excellence in organizationsglobalsevensteps
Operational excellence is about achieving full potential of organisations performance. It goes beyond cutting costs. Many organisations struggle to achieve the most obvious deliverables to the customers.
Quality of products and services
Delivery performance in line with customer requirement – CRD
Fulfilment of ordered quantity.
Cost of goods in line with the market demand.
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...Kenny Ong
C-SUITE CHEMISTRY
Building a Powerful CEO-CFO Partnership to Navigate Today’s Business Environment
• Discussing key expectations of CEOs from their CFOs to survive headwinds
• Propelling your business through times of transition into a period of stable growth and opportunity
• Preparing for enterprise-wide transformation in today dynamic environment
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
Game Changing Quality Strategies that Drive Organizational Excellencekushshah
Quality in the past was more related conforming to requirements, in lot of cases as it relates to engineering requirements and not necessarily enthusiastic customer experience. It was a very narrow definition of quality and focused more on Things Gone Wrong. Goal was to reach a level of customer accepted.
Quality definition today is much broader and winning in quality in this highly competitive environment requires deployment game changing quality strategies.
We will discuss how to infuse the voice of the customer into the way we design our products and services so that they exceed customer expectations. Organizations that engage all functions within enterprise and are customer centric will differentiate themselves from the rest of the competition. This presentation will provide an integrated roadmap on how to integrate proactive quality strategies such as Design for Six Sigma (DFSS), Advanced Product Quality Planning (APQP), Design Failure Modes and Effects Analysis (DFMEA), Process Failure Modes and Effects Analysis (PFMEA) along with reactive strategies such as Six Sigma and control plans to achieve organizational excellence.
"Earthsoft Foundation of Guidance (EFG) is working as an NGO/NPO for students - Education & Career
guidance and for Professionals for soft skills enhancements. I am working on speading , sharing
knowledge; experience globally.It has uploaded important presentations at http://myefg.in/downloads.aspx.
Also https://dl.dropbox.com/u/83265908/Links-events.xls has links for all ppt files.
Read http://tl.gd/jm1gh5
Be mentor using your education, knowledge & experience to contribute for a social cause & do conduct
free training/ workshop seeking help of existing platforms like rotary,etc
Kindly spread to your friends.Thank you!
- Earthsoft Foundation of Guidance
Let us make earth little softer..
Quality management, Assurance and control..
"
How to implement operational excellence in organizationsglobalsevensteps
Operational excellence is about achieving full potential of organisations performance. It goes beyond cutting costs. Many organisations struggle to achieve the most obvious deliverables to the customers.
Quality of products and services
Delivery performance in line with customer requirement – CRD
Fulfilment of ordered quantity.
Cost of goods in line with the market demand.
slides include basic understanding of vision, mission, core competence, business process re-engineering, enterprise resource planning, Empowerment, cyber cop and value stream management.
C-Suite Chemistry: Building a Powerful CEO-CFO Partnership to Navigate Today’...Kenny Ong
C-SUITE CHEMISTRY
Building a Powerful CEO-CFO Partnership to Navigate Today’s Business Environment
• Discussing key expectations of CEOs from their CFOs to survive headwinds
• Propelling your business through times of transition into a period of stable growth and opportunity
• Preparing for enterprise-wide transformation in today dynamic environment
(BPR) is basically rethinking and radically redesigning an organization's existing resources to achieve dramatic improvements in critical, contemporary measures of performance, such as cost, quality, service, and speed.
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Hybrid optimization of pumped hydro system and solar- Engr. Abdul-Azeez.pdffxintegritypublishin
Advancements in technology unveil a myriad of electrical and electronic breakthroughs geared towards efficiently harnessing limited resources to meet human energy demands. The optimization of hybrid solar PV panels and pumped hydro energy supply systems plays a pivotal role in utilizing natural resources effectively. This initiative not only benefits humanity but also fosters environmental sustainability. The study investigated the design optimization of these hybrid systems, focusing on understanding solar radiation patterns, identifying geographical influences on solar radiation, formulating a mathematical model for system optimization, and determining the optimal configuration of PV panels and pumped hydro storage. Through a comparative analysis approach and eight weeks of data collection, the study addressed key research questions related to solar radiation patterns and optimal system design. The findings highlighted regions with heightened solar radiation levels, showcasing substantial potential for power generation and emphasizing the system's efficiency. Optimizing system design significantly boosted power generation, promoted renewable energy utilization, and enhanced energy storage capacity. The study underscored the benefits of optimizing hybrid solar PV panels and pumped hydro energy supply systems for sustainable energy usage. Optimizing the design of solar PV panels and pumped hydro energy supply systems as examined across diverse climatic conditions in a developing country, not only enhances power generation but also improves the integration of renewable energy sources and boosts energy storage capacities, particularly beneficial for less economically prosperous regions. Additionally, the study provides valuable insights for advancing energy research in economically viable areas. Recommendations included conducting site-specific assessments, utilizing advanced modeling tools, implementing regular maintenance protocols, and enhancing communication among system components.
Hierarchical Digital Twin of a Naval Power SystemKerry Sado
A hierarchical digital twin of a Naval DC power system has been developed and experimentally verified. Similar to other state-of-the-art digital twins, this technology creates a digital replica of the physical system executed in real-time or faster, which can modify hardware controls. However, its advantage stems from distributing computational efforts by utilizing a hierarchical structure composed of lower-level digital twin blocks and a higher-level system digital twin. Each digital twin block is associated with a physical subsystem of the hardware and communicates with a singular system digital twin, which creates a system-level response. By extracting information from each level of the hierarchy, power system controls of the hardware were reconfigured autonomously. This hierarchical digital twin development offers several advantages over other digital twins, particularly in the field of naval power systems. The hierarchical structure allows for greater computational efficiency and scalability while the ability to autonomously reconfigure hardware controls offers increased flexibility and responsiveness. The hierarchical decomposition and models utilized were well aligned with the physical twin, as indicated by the maximum deviations between the developed digital twin hierarchy and the hardware.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
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introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
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Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
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2. 7 Habits of highly effective people
( Stephen Covey)
• Be pro-active
• Begin with the end in mind
• Put first things first (ref.Covey’s Time
management matrix pg.35)
• Think win-win
• Seek first to understand,then to be understood
• Synergy
• Sharpen the saw
3. Strategic Planning
• Strategic business planning is
similar to strategic quality planning.
• 7 steps to strategic planning
• Customer needs
• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
• Alignment
• Implementation.
4. Strategic Quality Goals and Objectives
• Goals must be focused
• Goals must be concrete
• Goals must be based on statistical
evidence
• Goals must have plan or method with
resources
• Goals must have a time-frame
• Goals must be challenging yet
achievable
5. Seven steps to Quality Planning
• Discover customer needs
• Customer positioning
• Predict the future
• Gap analysis
• Closing the gap
- 5 -
6. Quality Council
• The quality council includes CEO and Senior managers of
the functional areas -research,manufacturing,finance,sales
,marketing etc. and one co-ordinator and a union
representative.
• Duties- To develop the Quality statements eg. Vision,
Mission, Quality policy statements, Core values etc.
• To develop strategic long-term plans and annual quality
improvement programme.
• Make a quality training programme
• Monitor the costs of poor quality.
• Determine the performance measures for the organisation
• Always find projects that improve the processes and
produce customer satisfaction.
• Establish work-group teams and measure their progress.
• Establish and review the recognition and reward system
for the TQM system
7. Quality Policy
• The quality policy is a guide for everyone in
the organization as to how they should
provide products and services to the
customers. It should be written by the CEO
with feedback from the workforce and be
approved by the quality council. A quality
policy is a requirement of ISO 9000.
- 7 -
8. • A simple quality policy is:
– Xerox is a quality company. Quality is the
basic business principle for Xerox. Quality
means providing our external and internal
customers with innovative products and
services that fully satisfy their requirements.
Quality is the job of every employee.
9. Customer types
• External and Internal customers
• External – current, prospective and lost customers
• Internal – Every person in a process is a customer of
the previous operation.( applies to
design,manufacturing,sales,supplies etc.) [Each
worker should see that the quality meets expectations
of the next person in the supplier-to-customer chain ]
• TQM is commitment to customer-focus - internal and
external customers.
11. Internal customer/Supplier relationships
• Questions asked by people to their
internal customers
• What do you need from me?
• What do you do with my output?
• Are there any gaps between what you
need and what you get?
12. TQM and customer quality percepts
• TQM is quality management and management of quality
– there is no full stop and no break in the chain!
• Continuous process (quality) improvement is all its
about.
• Why? One important reason is the customer quality
level is not static and his expectations keep changing
and his demands too!
• Also plant process dynamics- how to achieve maximum
efficiency , optimizing cost and performance in the
process operations, minimizing waste etc.
14. Service Quality
• (i )Organisation
• Identify each market
segment
• Write down the
requirements
• Communicate the
requirements
• Organise processes
• Organise physical
spaces
15. Service Quality
• (ii) Customer Care
• Meet the customer’s expectations
• Get the customer’s point of view
• Deliver what is promised
• Make the customer feel valued
• Respond to all complaints
• Over-respond to the customer
• Provide a clean and comfortable customer reception
area.
16. Service Quality
• (iii) Communication
• Optimize the trade-off between time
and personal attention
• Minimize the number of contact points
• Provide pleasant,knowledgable and
enthusiastic employees
• Write documents in customer-friendly
language.
17. Service Quality
• (iv) Front-line people
• Hire people who like people
• Challenge them to develop better methods
• Give them the authority to solve problems
• Serve them as internal customers
• Be sure they are adequately trained
• Recognise and reward performance
18. Service quality
• (v)Leadership
• Lead by example
• Listen to the front-line people
• Strive for continuous process
improvement (Pgs. 88-93 Besterfield)
20. Empowerment
• To invest people with authority –to tap the
potential in every worker (avoid the wastage of
unrealised capacity)
• People have the ability,confidence and
commitment to take the responsibility and
ownership to improve the process, and initiate the
necessary steps to satisfy customer requirements
within well-defined boundaries in order to achieve
organisational goals.
21. Conditions for empowerment
• Everyone must understand the need
for change
• The system needs to change to the
new paradigm
• The organisation must enable its
employees.
22. Continuous Process
Improvement
• Process refers to business and production activities
of an Organisation.
• Processes for improvement- eg. Design &
Manufacturing,Marketing,Stores & Purchase,etc.
• Inputs of the Process-
Manpower,materials,money,data,etc.
Outputs- Products,Services,data etc.
Outputs need performance measures – main
outcome being customer satisfaction.(feedback is
used to improve the process)
23. Continuous Process
Improvement
• Process refers to business and
production activities of an organisation
• Business processes-
Manufacturing,Design,
Sales,Purchase,Stores etc.are areas
where non-conformance can be
reduced and processes improved
25. Five ways to Improve a
Process
• Reduce resources
• Reduce errors
• Meet or exceed expectations of
internal/external customers
• Make the process safer
• Make the process more satisfying to
the person doing it.
26. Continuous Process
Improvement
• Juran’s Trilogy
• Shewhart’s Plan-Do-Study-Act cycle
• Kaizen- making small incremental
improvements to the individual and
the organisation.
(Pgs. 140-160,Besterfield)
27. Juran’s Trilogy
• Three components -
PLANNING,CONTROL AND
IMPROVEMENT
• Based on financial processes ,such
as budgeting(planning), expense
measurement(control), and cost
reduction (improvement)
32. PDSA cycle- seven steps or phases
• Identify the opportunity
• Analyze the current process
• Develop the optimal solution(s)
• Implement changes
• Study the results
• Standardise the solution
• Plan for the future.
33. Continuous Process Improvement cycle
Phase I Identify the Opportunity
Phase 2
Analyze the process
Phase 3
Develop the optimal solution(s)
Phase 4 Implementation
Phae 5 Study the results
Phase 7
Plan for the future
Phase 6
Standardise the solution
Act Plan
Do
Study
Phase I Identify the Opportunity
Phase 2
Analyze the process
Phase 3
Develop the optimal solution(s)
Phase 4 Implementation
Phae 5 Study the results
Phase 7
Plan for the future
Phase 6
Standardise the solution
34. TQM principles from the Japanese
• The 3 K Method
• Kimerareta Kotoo – What has been
decided
• Kimerareta Tori – must be followed
• Kichim to Mamorukoto – as per
standard.
35. Kaizen Technique
• Kaizen- defines the managements role in
continuously encouraging and implementing
small improvements in the individual &
organization.
• Break the complex process into sub-processes and
then improve the sub-processes.
• Continuous improvements in small increments
make the process more efficient ,controllable and
adaptable.
• Does not rely on more expense, or sophisticated
equipment and techniques.
38. Employee Involvement
Employee Involvement is one approach to
improving quality and productivity.
Motivation:- By Needs, Desire, Monetary Benefits,
Incentives, Promotions, Facilities, Recognition, Etc.
Need For Employee Involvement
To take Right Decision Making
Full Knowledge & Skill to be used
Solve Problems
Morale & Commitment
Leadership
Creativity & Innovation
40. HERZBERG’S TWO-FACTOR THEORY
MOTIVATORS
Recognition,
Responsibility
Achievement
Promotion
Work Environment
HYGIENE or DISSATISFIERS FACTORS
Low Salary
Minimum Benefits
Poor Working Conditions,
I ll Defined Organization Policies
Partiality Perks
41. Motivated Work Force
• Know Thyself
• Know your Employees
• Establish a Positive Attitude
• Share the goal
• Monitor Progress
• Develop Interesting Work-Job Rotation,
Enlargement & Enrichment.
• Communicate & Celebrate Success
42. TEAMS
DEFINITION
A Team is defined as a group of people working together to achieve
common Objectives or Goals.
WHY TEAMS WORK
More Knowledgeable
Special Abilities Pool Together
More Interaction More Cordial Relationship & Better Job
Better Communication
TYPES OF TEAMS
Process Improvement Team
Cross-Functional Team
Self Directed Teams
Natural Work Teams
44. Barriers to Team Progress
• Insufficient Training
• Incompatible Compensation
• First Line Supervisor Resistance
• Lack of Planning
• Lack of Management Support
• Lack Union Support
• Project Scope Too Large
• No Clear Measure of Success
• No Sufficient Time Given
45. Benefits of Employee Involvement
• Empowering
• Better Decisions
• Better improvement
• Corrective Action
• Effective Cooperation &Communication
• Loyalty Increases & Floating Population
Reduces
• More Money to Share
46. SUPPLIER PARTNERSHIP
An efficient SCM , built on strong
partnerships will create high levels of people
satisfaction and customer satisfaction.
Ensuring the partnership processes for
an organization is use of QMS Audits,
reviews and action plans.
Partnership are Planned and managed
must be in line with overall policies and
strategies and support the operation of the
processes.
47. Principle’s of Customer & Supplier
Partnership by Dr Kaoru Ishikawa
• Customer & Supplier are fully Responsible
for Control for Quality.
• Customer & Supplier are Independent of
each other.
• Customer’s must be given full Information
about the raw material, semi finished
products (or) services required.
• Clear Contract regarding Quality, Quantity,
Price, Delivery Modes, Etc.
48. Principle’s of Customer & Supplier
Partnership by Dr Kaoru Ishikawa
• Evaluation of Same Quality Standards by
Both the Customers & Suppliers
• Problem Solving By Discussion
• Exchange Information & Feed Back
• Both Customer & Supplier do Business
transaction w.r.t. END USER.
49. PARTNERING
• Long Term Commitment
• Trust
• Shared Vision
SOURCING
Sole
Multiple
Single
50. SUPPLIER SELECTION BASED ON
• Quality Philosophy of the Customer
• Stable Management
• High Technical Standards With Future
• Raw materials & Parts Meet Quality Std
• Delivery as per Schedule
• Effective Quality System
• Record of Customer Satisfaction Credibility
in Industries
51. Supplier Rating
• Quality
• On Time delivery
• Service
• Internal Structure
• Customer Satisfaction
• Review Reports
52. Potential Pitfalls of Partnership
• Fear of Unknown Concept
• Starting Early
• Poor Communication
• Impatience
• Mistrust
• Over dependency
• Time & Resources
54. PERFORMANCE MEASURE IN TQM
• Performance can be expressed in Financial &
Non Financial Terms.
• Performance Measure Provides the right
direction.
• Performance Based on Quality, Product, Service,
Process, Sales, Customer Satisfaction, Cost
Reduction.
• Performance Shows Whether the Organization
makes Profit (or) Loss
55. Performance Based On
• Objectives
• Customers
• Suppliers
• Production
• Human Resources
• R & D
• Marketing / Sales