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.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
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.
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.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
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