The document discusses quality policy and total quality management. It notes that quality refers to a standard of excellence measured against similar kinds. The key points are that quality policy aims to apply total quality management to organizational culture, satisfy customers through involvement in meeting their expectations, and deliver on time with reliable support. This leads to benefits like increased market share, customer satisfaction, and performance through cost savings, innovation, and reducing energy usage. The overall goals are commitment to quality improvement, enhancing customer trust, and continuously adapting to meet evolving customer needs and lifestyles.
This chapter discusses quality management systems and principles. It describes how quality management systems have become more focused on embracing human elements and passion. It also discusses how systems can become too rigid and ineffective. The chapter then presents the ISO definition of a quality management system and its key elements, including quality policy, objectives, control, planning, improvement, and assurance. It also outlines underlying quality management principles like customer focus, leadership, and continual improvement.
Traditional GMP and modern QMS thinkingDominic Parry
This document discusses the evolution of quality management systems from traditional GMP to modern QMS thinking. It notes that historical GMP guidance provided little information on how to establish an effective quality assurance system and lacked elements of modern quality like continual improvement and considering all customer needs. The document advocates for quality systems to move beyond just production and quality control to focus on process performance and efficiency in order to better meet customer expectations.
The concepts associated with risk managementDominic Parry
This document discusses the concepts of risk management in quality systems. It provides a brief history of risk management, noting its implicit role in GMP standards and more formal introduction in ICH Q9 and Q10 guidelines. It then outlines the risk management process, including steps like risk assessment, evaluation, control, and review. Various risk management tools are also introduced, such as Failure Mode and Effects Analysis and statistical process control charts. Throughout, it emphasizes applying a proactive, systematic approach to risk management to continually improve quality and protect patients.
Unit 02 chapter 05 documentation systems documents and record keepingDominic Parry
This document discusses documentation and record keeping requirements for quality management systems. It covers the key principles of documentation including accuracy, integrity and availability. It describes the types of documents and records required such as specifications, manufacturing instructions, certificates and reports. The document provides details on EU GMP chapter 4 requirements for documentation practices, document control, record retention and approval. It emphasizes that a documentation system is essential to meet regulatory standards and continual improvement.
A great way to manage employee performance is to use a standardized method of defining competencies or a competency model. Talent Snapshot includes a model that has been validated by research done over 40 years.
This presentation covers quality improvement and cost reduction. It defines quality improvement as maintaining excellence through quality policy, planning, assurance, and control. Quality is defined as meeting customer needs and expectations, value is what customers are willing to pay for, and waste is what they are not. The presentation outlines 7 steps for quality improvement and 5 common myths. It also defines cost reduction as reducing costs to increase profits, and lists techniques like target costing, activity-based costing, just-in-time, and value engineering. The conclusion is that properly implementing quality improvement and cost reduction leads to better quality, customer satisfaction, and company returns.
There are three main opportunities for improvement using a Total Quality Management (TQM) approach: satisfying external customers, meeting the needs of internal customers, and optimizing business processes. The document recommends using the Plan-Do-Check-Act cycle as a structured problem-solving method and empowering staff to participate in improvement initiatives in order to fully realize the benefits of TQM.
The document discusses quality policy and total quality management. It notes that quality refers to a standard of excellence measured against similar kinds. The key points are that quality policy aims to apply total quality management to organizational culture, satisfy customers through involvement in meeting their expectations, and deliver on time with reliable support. This leads to benefits like increased market share, customer satisfaction, and performance through cost savings, innovation, and reducing energy usage. The overall goals are commitment to quality improvement, enhancing customer trust, and continuously adapting to meet evolving customer needs and lifestyles.
This chapter discusses quality management systems and principles. It describes how quality management systems have become more focused on embracing human elements and passion. It also discusses how systems can become too rigid and ineffective. The chapter then presents the ISO definition of a quality management system and its key elements, including quality policy, objectives, control, planning, improvement, and assurance. It also outlines underlying quality management principles like customer focus, leadership, and continual improvement.
Traditional GMP and modern QMS thinkingDominic Parry
This document discusses the evolution of quality management systems from traditional GMP to modern QMS thinking. It notes that historical GMP guidance provided little information on how to establish an effective quality assurance system and lacked elements of modern quality like continual improvement and considering all customer needs. The document advocates for quality systems to move beyond just production and quality control to focus on process performance and efficiency in order to better meet customer expectations.
The concepts associated with risk managementDominic Parry
This document discusses the concepts of risk management in quality systems. It provides a brief history of risk management, noting its implicit role in GMP standards and more formal introduction in ICH Q9 and Q10 guidelines. It then outlines the risk management process, including steps like risk assessment, evaluation, control, and review. Various risk management tools are also introduced, such as Failure Mode and Effects Analysis and statistical process control charts. Throughout, it emphasizes applying a proactive, systematic approach to risk management to continually improve quality and protect patients.
Unit 02 chapter 05 documentation systems documents and record keepingDominic Parry
This document discusses documentation and record keeping requirements for quality management systems. It covers the key principles of documentation including accuracy, integrity and availability. It describes the types of documents and records required such as specifications, manufacturing instructions, certificates and reports. The document provides details on EU GMP chapter 4 requirements for documentation practices, document control, record retention and approval. It emphasizes that a documentation system is essential to meet regulatory standards and continual improvement.
A great way to manage employee performance is to use a standardized method of defining competencies or a competency model. Talent Snapshot includes a model that has been validated by research done over 40 years.
This presentation covers quality improvement and cost reduction. It defines quality improvement as maintaining excellence through quality policy, planning, assurance, and control. Quality is defined as meeting customer needs and expectations, value is what customers are willing to pay for, and waste is what they are not. The presentation outlines 7 steps for quality improvement and 5 common myths. It also defines cost reduction as reducing costs to increase profits, and lists techniques like target costing, activity-based costing, just-in-time, and value engineering. The conclusion is that properly implementing quality improvement and cost reduction leads to better quality, customer satisfaction, and company returns.
There are three main opportunities for improvement using a Total Quality Management (TQM) approach: satisfying external customers, meeting the needs of internal customers, and optimizing business processes. The document recommends using the Plan-Do-Check-Act cycle as a structured problem-solving method and empowering staff to participate in improvement initiatives in order to fully realize the benefits of TQM.
This document is a resume for Marcel McQuiggan, a chemical engineer with experience managing cross-functional product development teams, statistical analysis skills, and a background in continuous improvement and project management in the electronics materials industry. The resume highlights McQuiggan's values of honesty and accountability, as well as his commitment to company success, excellence, and safety.
Kaizen is a Japanese philosophy of continuous improvement. The Toyota Production System popularized this approach of having all employees stop production lines to suggest improvements. The kaizen cycle involves standardizing operations, measuring performance, innovating to meet requirements, and repeating. Key elements include teamwork, personal discipline, quality circles, and suggestions for improvement. The Shewhart cycle is a plan-do-check-act process used for kaizen. The 5 whys method is used to determine root causes of problems by asking why five times. Learning by doing improves productivity through practice and minor innovations.
The company is committed to providing high quality management services by continuously improving customer service, human resources, and operations. They aim to understand customer needs and improve satisfaction, which is their primary objective. Human resource management focuses on training, supervision, communication skills, and employee satisfaction. Top management will provide resources and training to improve the quality management system and meet objectives set during management reviews. The quality management system complies with ISO 9001:2000 requirements to ensure regulatory compliance and prosperity while setting an example for others.
A CAPA (corrective and preventative action) program is an important indicator of a company's overall compliance efforts. It is considered a "bellwether" by the FDA. An effective CAPA program follows a closed-loop process to identify, correct, and eliminate quality issues and potential problems. It analyzes multiple sources of quality data. Failing to properly establish and maintain CAPA procedures is a common violation cited by the FDA. Ensuring a strong CAPA program that satisfies regulations like ISO 13485 and 21 CFR Part 820 can help reduce compliance risks during FDA inspections.
Daniel Erb is an experienced manufacturing and operations manager seeking new opportunities. He has over 20 years of experience managing manufacturing facilities and teams of up to 226 employees. Erb is skilled in process improvement methodologies like Six Sigma and Lean Manufacturing and has increased productivity at previous employers by 30-50% through streamlining processes and effective management. He prides himself on exceeding customer expectations while maintaining high production efficiency.
Ascend Telecom outlines its core values and behavior patterns which include putting customers first, striving for excellence through continuous improvement and innovation, taking ownership and responsibility, encouraging teamwork and collaboration, and valuing human capital by recruiting and developing top talent. The company aims to exceed customer expectations, contribute cost-effective solutions, achieve high quality standards, and create a high-performance culture where all can succeed.
The document outlines a strategy for operational excellence with a focus on strategic clarity, customer focus, total employee engagement, and continuous improvement. Key elements include total productive maintenance, systematic problem solving, daily management systems, value stream management, material and information flow, quality and food safety, product and equipment innovation, and continuous skills development. Safety, health, and environmental stewardship are also prioritized.
The document defines quality as meeting a customer's requirements and expectations. It discusses quality in terms of standards, excellence, reliability, and value. Quality is fulfilling customer needs through continuous improvement, education, and evaluation. Key aspects of quality management systems are identified such as customer focus, leadership, and continual improvement. The document provides examples of a company's quality certifications and inspection results demonstrating its commitment to quality standards.
This document discusses corrective actions for deviations from critical control points in food production. It defines corrective actions and lists options such as isolating product, reprocessing, or destroying product. Corrective actions must correct and eliminate causes, restore control, determine causes to prevent future issues, and identify affected product for proper disposition either through release, reworking, or destruction. Records of corrective actions must be kept.
The document discusses various management techniques that can be used to improve healthcare delivery and lower costs. These include PDCA (Plan-Do-Check-Act) cycle, Six Sigma, balanced scorecard, Lean methodology, business process reengineering, and benchmarking. Case studies are provided that demonstrate how these techniques were used to reduce prolonged hospital stays, delays in lab and ultrasound reports, and surgical infections.
The document discusses key performance indicators (KPIs) for an infection control nurse position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, determining work procedures, and creating metrics to measure results. The document recommends that KPIs be clearly linked to strategy and answer important questions, and that they empower employees. It also lists different types of KPIs and provides resources for additional KPI materials.
In Quality Management there are many ways to improve the quality such as QFD, Kaizen, Zero defect , PDCA, TQM, Taguchi, Quality Circle, Six Sigma, etc.
Embedding a Powerful Food Safety Culture: Creating, Anchoring, and Sustaining...SafetyChain Software
Change-Maker expert Lone Jespersen, Ph.D. teaches us how to permanently engrain a new set of food safety beliefs into our company culture that translates into measurable reductions of accidents, rework, and recalls in our post-COVID world.
An environmental management system (EMS) can help companies reduce costs by decreasing waste and improving processes, gain a competitive advantage, ensure compliance with environmental regulations, and improve public image. There are three approaches to implementing an EMS: developing an in-house system, following the ISO 14001 international standard or EMAS, or pursuing external certification under these standards. External certification provides credibility and discipline that may not be achieved otherwise, and is desirable when buyers require it, to enhance reputation, or enter new markets where the environment is a priority. An effective EMS includes commitment from senior management, designating an overseer, setting policy and objectives, assessing impacts, training staff, record keeping, and auditing.
The document discusses Total Quality Management and key aspects of a quality management system, including Deming's 14 Points. It notes that successful organizations take a structured approach to strategic planning by measuring 5-7 key success drivers, evaluating the competitive environment, and setting clear goals. Senior managers then translate goals into action plans and engage employees to drive changes. Progress should be monitored monthly.
The role is responsible for leading the quality agenda at a factory site by ensuring full deployment of the quality strategy and compliance with quality systems and standards. This includes leading quality assurance resources and holding operational teams accountable to ensure rigorous process standards. The role must also manage customer complaints and quality failures, coordinate activities to meet quality standards across the site, and communicate and ensure adherence to quality standards throughout all departments.
The document discusses the relationship between quality, cost, and profit. It argues that focusing on quality does not increase costs but rather saves costs by reducing rework, scrap, and repairs. In the long run, quality results in increased profitability through higher productivity, larger sales, lower production costs, and faster asset turnover. To succeed, organizations must offer high quality products and services at a lower price than competitors.
Financial incentives and initiatives to improve the quality of care in South ...resyst
This study examined factors influencing private general practitioners' (GPs) decisions to accept sessional contracts working in South Africa's public primary care clinics. A discrete choice experiment was conducted with 74 GPs. Results showed low predicted uptake of proposed contracts. While payment rates were important, there was heterogeneity in GPs' motivations - some opposed public work, most valued payment, and some had pro-social preferences. The findings can inform contract design improvements to potentially increase uptake, though significant financial resources may be required. Targeting more pro-socially oriented GPs may also help uptake.
This short document discusses three key factors for any project: scope, time, and quality. It poses the question "What's really important for this project?" implying that priorities among these factors need to be established. The URL provided points to additional resources for project management.
This document is a resume for Marcel McQuiggan, a chemical engineer with experience managing cross-functional product development teams, statistical analysis skills, and a background in continuous improvement and project management in the electronics materials industry. The resume highlights McQuiggan's values of honesty and accountability, as well as his commitment to company success, excellence, and safety.
Kaizen is a Japanese philosophy of continuous improvement. The Toyota Production System popularized this approach of having all employees stop production lines to suggest improvements. The kaizen cycle involves standardizing operations, measuring performance, innovating to meet requirements, and repeating. Key elements include teamwork, personal discipline, quality circles, and suggestions for improvement. The Shewhart cycle is a plan-do-check-act process used for kaizen. The 5 whys method is used to determine root causes of problems by asking why five times. Learning by doing improves productivity through practice and minor innovations.
The company is committed to providing high quality management services by continuously improving customer service, human resources, and operations. They aim to understand customer needs and improve satisfaction, which is their primary objective. Human resource management focuses on training, supervision, communication skills, and employee satisfaction. Top management will provide resources and training to improve the quality management system and meet objectives set during management reviews. The quality management system complies with ISO 9001:2000 requirements to ensure regulatory compliance and prosperity while setting an example for others.
A CAPA (corrective and preventative action) program is an important indicator of a company's overall compliance efforts. It is considered a "bellwether" by the FDA. An effective CAPA program follows a closed-loop process to identify, correct, and eliminate quality issues and potential problems. It analyzes multiple sources of quality data. Failing to properly establish and maintain CAPA procedures is a common violation cited by the FDA. Ensuring a strong CAPA program that satisfies regulations like ISO 13485 and 21 CFR Part 820 can help reduce compliance risks during FDA inspections.
Daniel Erb is an experienced manufacturing and operations manager seeking new opportunities. He has over 20 years of experience managing manufacturing facilities and teams of up to 226 employees. Erb is skilled in process improvement methodologies like Six Sigma and Lean Manufacturing and has increased productivity at previous employers by 30-50% through streamlining processes and effective management. He prides himself on exceeding customer expectations while maintaining high production efficiency.
Ascend Telecom outlines its core values and behavior patterns which include putting customers first, striving for excellence through continuous improvement and innovation, taking ownership and responsibility, encouraging teamwork and collaboration, and valuing human capital by recruiting and developing top talent. The company aims to exceed customer expectations, contribute cost-effective solutions, achieve high quality standards, and create a high-performance culture where all can succeed.
The document outlines a strategy for operational excellence with a focus on strategic clarity, customer focus, total employee engagement, and continuous improvement. Key elements include total productive maintenance, systematic problem solving, daily management systems, value stream management, material and information flow, quality and food safety, product and equipment innovation, and continuous skills development. Safety, health, and environmental stewardship are also prioritized.
The document defines quality as meeting a customer's requirements and expectations. It discusses quality in terms of standards, excellence, reliability, and value. Quality is fulfilling customer needs through continuous improvement, education, and evaluation. Key aspects of quality management systems are identified such as customer focus, leadership, and continual improvement. The document provides examples of a company's quality certifications and inspection results demonstrating its commitment to quality standards.
This document discusses corrective actions for deviations from critical control points in food production. It defines corrective actions and lists options such as isolating product, reprocessing, or destroying product. Corrective actions must correct and eliminate causes, restore control, determine causes to prevent future issues, and identify affected product for proper disposition either through release, reworking, or destruction. Records of corrective actions must be kept.
The document discusses various management techniques that can be used to improve healthcare delivery and lower costs. These include PDCA (Plan-Do-Check-Act) cycle, Six Sigma, balanced scorecard, Lean methodology, business process reengineering, and benchmarking. Case studies are provided that demonstrate how these techniques were used to reduce prolonged hospital stays, delays in lab and ultrasound reports, and surgical infections.
The document discusses key performance indicators (KPIs) for an infection control nurse position. It provides information on developing KPIs, including defining objectives, identifying key result areas and tasks, determining work procedures, and creating metrics to measure results. The document recommends that KPIs be clearly linked to strategy and answer important questions, and that they empower employees. It also lists different types of KPIs and provides resources for additional KPI materials.
In Quality Management there are many ways to improve the quality such as QFD, Kaizen, Zero defect , PDCA, TQM, Taguchi, Quality Circle, Six Sigma, etc.
Embedding a Powerful Food Safety Culture: Creating, Anchoring, and Sustaining...SafetyChain Software
Change-Maker expert Lone Jespersen, Ph.D. teaches us how to permanently engrain a new set of food safety beliefs into our company culture that translates into measurable reductions of accidents, rework, and recalls in our post-COVID world.
An environmental management system (EMS) can help companies reduce costs by decreasing waste and improving processes, gain a competitive advantage, ensure compliance with environmental regulations, and improve public image. There are three approaches to implementing an EMS: developing an in-house system, following the ISO 14001 international standard or EMAS, or pursuing external certification under these standards. External certification provides credibility and discipline that may not be achieved otherwise, and is desirable when buyers require it, to enhance reputation, or enter new markets where the environment is a priority. An effective EMS includes commitment from senior management, designating an overseer, setting policy and objectives, assessing impacts, training staff, record keeping, and auditing.
The document discusses Total Quality Management and key aspects of a quality management system, including Deming's 14 Points. It notes that successful organizations take a structured approach to strategic planning by measuring 5-7 key success drivers, evaluating the competitive environment, and setting clear goals. Senior managers then translate goals into action plans and engage employees to drive changes. Progress should be monitored monthly.
The role is responsible for leading the quality agenda at a factory site by ensuring full deployment of the quality strategy and compliance with quality systems and standards. This includes leading quality assurance resources and holding operational teams accountable to ensure rigorous process standards. The role must also manage customer complaints and quality failures, coordinate activities to meet quality standards across the site, and communicate and ensure adherence to quality standards throughout all departments.
The document discusses the relationship between quality, cost, and profit. It argues that focusing on quality does not increase costs but rather saves costs by reducing rework, scrap, and repairs. In the long run, quality results in increased profitability through higher productivity, larger sales, lower production costs, and faster asset turnover. To succeed, organizations must offer high quality products and services at a lower price than competitors.
Financial incentives and initiatives to improve the quality of care in South ...resyst
This study examined factors influencing private general practitioners' (GPs) decisions to accept sessional contracts working in South Africa's public primary care clinics. A discrete choice experiment was conducted with 74 GPs. Results showed low predicted uptake of proposed contracts. While payment rates were important, there was heterogeneity in GPs' motivations - some opposed public work, most valued payment, and some had pro-social preferences. The findings can inform contract design improvements to potentially increase uptake, though significant financial resources may be required. Targeting more pro-socially oriented GPs may also help uptake.
This short document discusses three key factors for any project: scope, time, and quality. It poses the question "What's really important for this project?" implying that priorities among these factors need to be established. The URL provided points to additional resources for project management.
This document discusses measuring and increasing profit. It defines key profit-related terms like profit, profitability, return on capital, net profit margin, and cash flow. It explains how to calculate profit and discusses ways to measure profit in absolute and relative terms. The document also provides various methods for businesses to improve profit, such as increasing sales volume or price, reducing variable or fixed costs, and increasing output. It notes the differences between profit and cash flow in terms of timing and accounting for fixed assets.
Financial objectives are goals set by a company's finance department to achieve specific targets related to profitability, cash flow, costs, and returns within a set timeframe. Common financial objectives include return on capital employed targets, shareholder returns targets, cost minimization targets, and cash flow targets. Financial objectives are influenced internally by a company's corporate objectives and resources, and externally by factors like the market, competitors, and suppliers.
This document discusses EBIT-EPS analysis, which examines how different capital structures affect earnings per share. It helps design the optimal capital structure to maximize EPS at a given EBIT level. The analysis involves calculating EPS under different financing alternatives like debt, preference shares, and equity shares. It identifies the indifference point where EPS is the same for two alternatives. The financial breakeven point is where EPS is zero. Algebraic and graphical approaches can be used to analyze indifference and breakeven levels. The document provides an example problem comparing EPS for different financing options.
The document discusses the EBIT-EPS approach for determining appropriate capital structure. The EBIT-EPS approach involves selecting a capital structure that maximizes earnings per share (EPS) over the expected range of earnings before interest and taxes (EBIT). Managers use this approach to balance debt and equity financing by analyzing how different capital structures affect EPS at given EBIT levels. However, the approach does not consider risk premiums associated with higher debt levels and may not always be the best tool for capital structure decisions.
Relationship between quality and productivityIzzah Noah
This document discusses the relationship between quality and productivity in manufacturing. It defines quality as meeting product specifications and productivity as the relationship between output and inputs. Higher quality requires more resources but can increase precision and standardization, boosting productivity. Quality and productivity both impact profitability. Efforts to improve one must be coordinated with the others to avoid tradeoffs. Ensuring quality reduces waste and rework, improving efficiency. Organizations that implement total quality management see these linked benefits of higher quality and productivity.
The document summarizes inhumane treatment of various farm animals in the meat industry. Cows are branded and have horns cut off without anesthesia. Turkeys have beaks and toes cut off without painkillers. Hens are crammed into small cages that are rarely cleaned, causing disease. Male chicks are suffocated at birth. Pigs have their heads slammed on concrete and are shocked, hung upside down, have their throats slit while still conscious. The document includes a quote describing a hog being beaten to death with a pipe.
Cynthia Elmore is an experienced events operations manager with nearly 15 years of experience coordinating and managing events in over 30 countries. She is currently an Events Manager at Centre for Management Technology in the Netherlands, where she project manages events from inception to completion. Prior to this role, she was a Venture Manager and Executive Assistant at Feyecon BV & Algae Biotech, where she managed multiple joint ventures and new business development. She has also held leadership roles such as General Manager of Events & Office Operations at Centre for Management Technology in Singapore.
The document describes descriptions of several famous people including Demi Lovato, Cristiano Ronaldo, Julia Roberts, Iker Casillas, Selena Gomez, Jakie Chan, Pablo Motos, Bruce Springsteen and others. It notes their physical features like hair and eye color, clothing items, ages and occupations like singer, actress, footballer and musician.
Jamming Attacks Prevention in Wireless Networks Using Packet Hiding MethodsIOSR Journals
This document discusses selective jamming attacks in wireless networks and methods to prevent them. It begins by introducing the open nature of wireless networks leaves them vulnerable to jamming attacks. It then discusses different types of jamming attacks and notes that selective jamming, which targets specific important packets, is more effective than continuous jamming. The document proposes using cryptographic techniques like commitment schemes and puzzles combined with physical layer parameters to prevent real-time packet classification and selective jamming. It reviews related work on jamming attacks and defenses. Finally, it outlines the problem statement, system model, and the contribution of using symmetric encryption and resisting brute force block encryption attacks to reduce jamming through packet hiding.
Classification By Clustering Based On Adjusted ClusterIOSR Journals
This document summarizes a research paper that proposes a new technique called "Classification by Clustering" (CbC) to define decision trees based on cluster analysis. The technique is tested on two large HR datasets. CbC involves running a clustering algorithm on the dataset without using the target variable, calculating the target variable distribution in each cluster, setting a threshold to classify entities, fine-tuning the results by weighting important attributes, and testing the results on new data. The paper finds that CbC can provide meaningful decision rules even when conventional decision trees fail to do so, and in some cases CbC performs better. A new evaluation measure called Weighted Group Score is also introduced to assess models when conventional measures cannot be used
Malwise-Malware Classification and Variant ExtractionIOSR Journals
This document summarizes a research paper on classifying and extracting variants of malware. It discusses using both dynamic and static analysis to classify malware, including using entropy analysis to detect unpacking of packed malware. It proposes using control flow graphs and matching algorithms to perform malware classification and generate signatures to detect variants. The paper presents the methodology used, including generating signature trees and feature extraction. It evaluates classification algorithms like Naive Bayes, J48, and Random Forest on real and synthetic malware datasets. The conclusion is that the approaches can effectively identify malware variants and new malware is often a variant of existing malware.
Static Slicing Technique with Algorithmic ApproachIOSR Journals
This document discusses static slicing techniques for programs. It begins with an introduction to program slicing and the differences between static and dynamic slicing. It then presents an example program and shows how to perform static slicing on it to remove different variables. An algorithm for static slicing is presented that works by removing variables from the program text. The document concludes by discussing applications of static slicing and directions for future work, such as integrating forward and backward slicing algorithms.
Different Similarity Measures for Text Classification Using KnnIOSR Journals
This document summarizes research on classifying textual data using the k-nearest neighbors (KNN) algorithm and different similarity measures. It explores generating 9 different vector representations of text documents and using KNN with similarity measures like Euclidean, Manhattan, squared Euclidean, etc. to classify documents. The researchers tested KNN on a Reuters news corpus with 5,485 training documents across 8 classes and found that normalization and k=4 produced the best accuracy of 94.47%. They conclude KNN with different similarity measures and vector representations is effective for multi-class text classification.
Quality management involves overseeing all activities needed to maintain a desired level of excellence. It defines quality as meeting requirements and focuses on constantly pursuing improvement. Quality management processes include planning, assurance, and control activities. Key aspects of quality management include establishing a quality policy and objectives, defining responsibilities, implementing corrective actions and continuous improvement through methods like Six Sigma, Lean, and PDCA cycles.
The document provides an outline for a chapter on managing quality that covers key quality concepts including total quality management (TQM), continuous improvement, benchmarking, just-in-time manufacturing, and statistical process control. It discusses tools for quality such as ISO standards, Six Sigma, and Deming's 14 points. The outline also covers costs of quality, ethics in quality management, and how quality supports business strategies and competitive advantage.
This Presentation is about Quality Management. It briefs about quality gurus, quality principles, quality methods and how these methods and principles can be useful in organization.In The Business World, Six Sigma is important because it scores much higher over other quality improvement techniques such as TQM. Six Sigma concepts and methodologies stress the use of statistical tools and techniques for improving quality and reducing defects. This Document briefs about Six Sigma. Six Sigma Roadmap, Quality Improvement, Continuous improvement philosophy, Tools used for continuous improvement.
Quality control is a process to review production and ensure it meets standards of dependability, acceptability, and fiscal responsibility. It identifies products that don't meet standards. Establishing a quality control program involves documenting existing processes, identifying objectives, and establishing policies and procedures. Quality control tools include standard operating procedures, process maps, checklists, and reporting systems. Measuring success includes metrics like error rates and costs. Total quality management, Six Sigma, and ISO 9000 standards can be applied to quality control programs.
Total Quality Management (TQM) focuses on meeting customer needs and expectations. It views quality as characteristics that satisfy customer needs. TQM involves all departments and aims to continuously improve processes through techniques like statistical process control and quality assurance. Leading thinkers like Deming, Juran, Crosby, Ishikawa, and Taguchi contributed approaches still used today like continuous improvement, zero defects, and design of experiments.
Total Quality Management (TQM) focuses on meeting customer needs and expectations. It views quality as the totality of characteristics and features that impact a product or service's ability to satisfy needs. TQM involves all departments and aims to continuously improve processes through techniques like statistical process control, quality planning, and reducing variation. Leading thinkers like Deming, Juran, Crosby, Ishikawa, and Taguchi contributed approaches to TQM still used today like PDCA cycles, cost of quality analysis, and design of experiments.
Total Quality Management (TQM) aims to meet customer needs through continuous improvement. It evolved from quality control to quality assurance to TQM. Key thinkers include Deming, Juran, Crosby, Ishikawa, Taguchi, and Imai. Deming emphasized reducing variability and management commitment. Juran developed the quality trilogy. Crosby defined quality as conformance to requirements. Taguchi focused on minimizing loss. Toyota Production System principles include just-in-time production and respect for people. TQM aims to eliminate waste and ensure customer satisfaction.
The document discusses quality processes and procedures, noting that they are important for ensuring products and services meet customer expectations. It describes quality assurance, quality control, and quality improvement processes. Finally, it provides examples of specific quality assurance policies, procedures, and tools used by companies.
This document discusses several quality improvement methods including PDCA (Plan-Do-Check-Act), Six Sigma, Lean, ISO standards, and others. It defines key terms like quality and improvement. For each method there is a brief overview of the approach and how it is used, such as PDCA representing a cycle of planning, doing, checking, and acting to enact continuous improvement.
This document provides an overview of key concepts in quality management, including definitions of quality, approaches like Total Quality Management (TQM) and Six Sigma. It discusses tools and strategies to improve quality like benchmarking, employee empowerment, Just-in-Time manufacturing, and concepts from quality experts like Deming, Juran, Feigenbaum, and Taguchi. International quality standards like ISO 9000 and Baldrige criteria are also summarized.
The document discusses key concepts in quality management and operations management. It defines quality, describes tools like ISO standards, Six Sigma, benchmarking, and TQM. It explains how quality improves profits through increased productivity and lower costs. Quality dimensions include performance, reliability and aesthetics. Tools for quality include check sheets, control charts, Pareto charts and cause-and-effect diagrams. Inspection is used to detect defects but cannot fix underlying process problems. Quality is important for both goods and services.
The document discusses key concepts in quality management including total quality management (TQM), Six Sigma, benchmarking, just-in-time (JIT) manufacturing, and tools for continuous improvement. It explains that quality supports business strategies, improves profitability through increased productivity and lower costs, and defines quality from different perspectives including user-based and manufacturing-based views. Key dimensions of quality and costs of quality are also summarized.
Connie FarrisProject Performance and Quality Assurance(M.docxmargaretr5
This document discusses quality management strategies for Medical Needs, a company opening locations in Memphis and Nashville to provide medical devices. It outlines a quality management plan involving quality planning, improvement, control, and assurance. Quality dimensions and criteria are identified to measure performance, features, reliability, conformity, durability, serviceability, aesthetics, and perception. The costs of quality include costs of non-conformance from fixing issues and costs of conformance from preventing issues. Lean and ISO quality management techniques will be implemented to ensure quality standards and continual improvement.
This document discusses quality improvement processes. It defines quality improvement as a structured approach to evaluating systems and processes to determine needed improvements. Quality improvement relies on routinely collecting and analyzing data. It focuses on processes rather than people and involves people as part of solutions. Benefits include solutions focused on process failures rather than people, reliance on objective data, and improvements that increase efficiency and customer service. The first step is planning by deciding problems to solve and how to measure solutions. Quality improvement plans define goals and how to test and measure success. Key elements of plans include leadership, data, benchmarks, and keeping plans dynamic. Common quality improvement models and tools are also outlined.
The document discusses quality, operational excellence, and related concepts. It defines quality as meeting customer requirements and operational excellence as ongoing improvement focusing on customers, employees, and processes. Key aspects covered include total quality management, six sigma, quality assurance, quality control, and ISO standards. Technology can support operational excellence through automation, data collection, and communication in areas like production, design, and services. The overall goal is continuous improvement to deliver high quality products and services.
This document provides an overview of quality management systems and Six Sigma. It discusses basics of quality management including definitions of quality, dimensions of quality, and the scope of pharmaceutical quality management systems. It then introduces Total Quality Management (TQM) and its principles of continuous improvement. Six Sigma is defined as a statistical approach to process improvement, and its DMAIC methodology is explained. The key principles of Six Sigma are outlined as focusing on customer requirements, using data to identify process variation, improving processes to eliminate variation, involving multidisciplinary teams, and maintaining flexibility.
This document summarizes several theories of Total Quality Management (TQM). It discusses Deming's theory which focuses on 14 points of management and the Shewhart cycle. It also discusses Crosby's theory which has 4 absolutes of quality management and 14 steps for improvement. Joseph Juran's theory focuses on quality planning, improvement, and control using 10 steps. The EFQM framework uses 9 criteria including results, customers, leadership and learning. Ishikawa's theory emphasizes 7 tools for quality improvement including Pareto analysis, cause-and-effect diagrams and control charts. The document concludes that companies should use guidelines from multiple theories and commit to consistent steps for improving quality.
The document provides an overview of quality management concepts and terminology. It discusses key terms like quality, quality control, quality assurance, inspection, continual improvement and more. It also outlines the quality policy of RInfra and describes their quality management system which is compliant with standards like ISO 9001, ISO 14001, SA 8000 and OHSAS 18001. Quality management principles like customer focus, leadership, process approach and continual improvement are also summarized.
1. How to Increase Profits
By Improving Quality
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2. Why focus on improving?
An increasingly competitive marketplace
Rising Production costs
More demanding customers
3. What can a new focus on
quality do for a food
company?
Improve process efficiency
Reduce Process inefficiency
Improve customer satisfaction
4. Improve the process and
the product at the same
time.
Create a “QUALITY PROGRAM”.
Add Quality to other business operations.
MAKE IMPROVING QUALITY A HABIT!
5. TYPICAL QUALITY
PROGRAMS
Old school = Statistical Process Control (SPC)
New school = Total Quality Management (TQM)
ie: “SIX SIGMA”
6. Food safety systems
easily mix with quality
programs
Examples:
Good Manufacturing Practices (GMP)
Hazard Analysis Critical Control Point
(HACCP).
7. Geek moment
QMS = FSMS
“QUALITY MANAGEMENT SYSTEMS” are
similar to “FOOD SAFETY MANAGEMENT
SYSTEMS”.
8. How does Quality or
Food Safety happen?
By accident or by planning ahead?
Planning addresses issues BEFORE they
happen.
Remember: “An ounce of prevention is worth a
pound of cure.”
9. GMP / HACCP
A proactive system to ensure food safety
Has planning, monitoring, and control steps.
Efforts made to plan and act ahead reduce the
number of unsafe products made.
10. Tools used for Food
Safety
Staff training
Use of Standard Operating Procedures (SOP)
Corrective Action Request forms (CAR)
Root cause analysis using Toyota’s 5
WHYs
11. 6 SIGMA
A proactive system to improve quality
Like food safety systems:
PLAN - ACT - REPEAT
12. SIX SIGMA: DMAIC
The six sigma steps to quality:
DEFINE
MEASURE
ANALYZE
IMPROVE
CONTROL
16. IMPROVE
The best part!
Find and implement solutions to improve
quality or reduce non-compliance.
Ideas to address root causes are created
Trials are done to check for effectiveness
Final solutions are decided upon.
17. CONTROL
Improvements are made permanent
Company policies, procedures or culture are
changed.
Standard Operating Procedures (SOPs) made
Steps to review changes for effectiveness are
made.
18. Tools to improve quality
ANALYSIS TOOLS:
Three level tree diagrams
Pareto Charts
Process Flow and Control Diagrams
Fishbone Diagrams
19. Other important factors
to improve quality
Team building
Management commitment
Staff encouragement and involvement
Use of clear goals as measuring sticks
Regular review
20. Summary
Add quality to everything your company does
You will improve operations, reduce waste, and
improve customer loyalty.
Keep improving and your profits will too!
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