QATS (Quality Assurance and Testing Services) provides quality assurance and testing services to optimize clients' testing processes and drive more business benefits. With over 40 Fortune 500 customers, QATS uses best practices and a dedicated testing center to increase productivity, accelerate time to market, and reduce costs. QATS' philosophy focuses on effective strategy, defined processes, proper execution, and governance to meet client objectives.
QATS (Quality Assurance and Testing Services) provides quality assurance and testing services to optimize clients' testing processes and drive more business benefits. Over 40 Fortune 500 and 80 Forbes Global 2000 customers across industries utilize QATS' best practices, tools, and testing experts. QATS' philosophy focuses on effective strategy, defined processes, proper execution, and governance to enhance clients' testing and reduce costs.
Hexaware's Quality Assurance and Testing Services (QATS) provides independent testing to enhance customers' testing processes and drive more business benefits from quality assurance. With over 800 testing professionals and 350+ engagements, QATS focuses on reducing defects by 80% and costs while improving productivity by 70% through dedicated testing centers, domain expertise, and testing accelerators.
MACE Consulting provides asset management and maintenance engineering services. They use a methodology approach involving strategic planning, tactical planning, implementation and embedding, and evaluation and audit. Their services include asset management, maintenance engineering, systems engineering, and technical documentation. MACE takes a value added approach with a commitment to clients through relevant experience and resources.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
BCPharMed is a life sciences consulting firm founded in 2008 that provides a range of services to pharmaceutical and medical device clients globally. Their methodology focuses on timely delivery, validation of results, and customer satisfaction. They have expertise in areas such as marketing strategy, industrial strategy, outsourcing, product development, manufacturing, and business development. Their competitive advantages include their experienced team, global resources, focus on the life sciences sector, and track record of adding value and enabling successful outcomes for clients.
QATS (Quality Assurance and Testing Services) provides quality assurance and testing services to optimize clients' testing processes and drive more business benefits. With over 40 Fortune 500 customers, QATS uses best practices and a dedicated testing center to increase productivity, accelerate time to market, and reduce costs. QATS' philosophy focuses on effective strategy, defined processes, proper execution, and governance to meet client objectives.
QATS (Quality Assurance and Testing Services) provides quality assurance and testing services to optimize clients' testing processes and drive more business benefits. Over 40 Fortune 500 and 80 Forbes Global 2000 customers across industries utilize QATS' best practices, tools, and testing experts. QATS' philosophy focuses on effective strategy, defined processes, proper execution, and governance to enhance clients' testing and reduce costs.
Hexaware's Quality Assurance and Testing Services (QATS) provides independent testing to enhance customers' testing processes and drive more business benefits from quality assurance. With over 800 testing professionals and 350+ engagements, QATS focuses on reducing defects by 80% and costs while improving productivity by 70% through dedicated testing centers, domain expertise, and testing accelerators.
MACE Consulting provides asset management and maintenance engineering services. They use a methodology approach involving strategic planning, tactical planning, implementation and embedding, and evaluation and audit. Their services include asset management, maintenance engineering, systems engineering, and technical documentation. MACE takes a value added approach with a commitment to clients through relevant experience and resources.
Assure the best possible return on your investment with assistance in developing your IT Governance strategy with the experienced professionals at Checkpoint Partners
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
BCPharMed is a life sciences consulting firm founded in 2008 that provides a range of services to pharmaceutical and medical device clients globally. Their methodology focuses on timely delivery, validation of results, and customer satisfaction. They have expertise in areas such as marketing strategy, industrial strategy, outsourcing, product development, manufacturing, and business development. Their competitive advantages include their experienced team, global resources, focus on the life sciences sector, and track record of adding value and enabling successful outcomes for clients.
The document discusses the history and principles of quality management systems. It describes the evolution of international standards like ISO 9000 beginning in the 1950s. The key principles of a quality management system are outlined, including customer focus, leadership and involvement of people. The structure of ISO 9001 is summarized, including the main elements like documentation, management responsibility, and monitoring and measurement. The roles and responsibilities in a quality system are defined. Finally, the concepts of mission, vision, policy and objectives are introduced in relation to quality management.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and enhance loyalty. Experience mapping involves interviewing patients to understand emotional needs and pain points, then prioritizing areas for improvement. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of teamwork, patient-centered care, and continuous monitoring and improvement of the end-to-end experience.
Six Sigma is a data-driven methodology for improving business processes and products. It involves defining problems, measuring key aspects, analyzing data to find causes of defects, improving processes by addressing causes, and controlling processes to maintain improvements. Statistical tools are used throughout. The goal is to reduce variation and improve quality to meet customer requirements.
The document discusses performance management systems and employee development processes. It provides an overview of how performance management began and its importance in linking to employee development. Key aspects covered include setting performance objectives, conducting development talks, understanding competencies, and using tools like STARs to evaluate qualitative competencies. The integrated approach aims to enhance human capital, identify talents, and ensure goals are met through a transparent systematic process.
PHEL, India (Psyche Hospitality Enterprises Ltd.), is a Hospitality Consultancy Company specialising in the areas of project consultancy, project and operations management, financial consultancy etc. for our clients who range from a small restaurant to a international 5 star hotel chain.
The Catena Improvement System is a multi-stage system that uses video analysis and process mapping tools to identify opportunities for improvement in healthcare organizations. It aims to reduce costs, lengths of stay, wait times and errors while improving patient satisfaction, productivity and quality. The system provides modules to discover issues, implement changes, sustain improvements and deploy solutions organization-wide. It claims to save hundreds of staff hours through its integrated approach.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
The document discusses ITIL (IT Infrastructure Library), which is a framework that provides best practices for IT service management. It describes ITIL as documenting common sense practices for how other organizations manage their IT services. The framework consists of 5 books that describe processes, functions, roles and other best practices for service lifecycles, service design, service operations, and continual service improvement.
Accelovance is a CRO with divisions providing clinical trial services including patient recruitment and management, high throughput clinical sites, and a virtual call center. It has offices in North America and China. The document outlines Accelovance's mission to increase productivity and reliability in clinical trials through an integrated approach. It provides details on the various services offered by each division to achieve timely and cost-effective trials for clients. Metrics are presented showing Accelovance achieving enrollment targets ahead of schedule on phase II and III clinical trials compared to other participating sites.
The document discusses statistical process control and statistical thinking. It outlines key concepts of statistical thinking including process and variation thinking. It emphasizes the importance of understanding variation and using data to quantify variation and measure effects in order to improve processes. It also discusses how statistical thinking can be applied at different levels from executives to managers to workers.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
This document provides guidance on designing operations for new venture firms. It discusses determining the value proposition, competitive advantage, and business model. It also covers analyzing the industry value chain and competitors' operations. Key questions are posed about deciding which activities the firm should perform internally and which should be contracted out, focusing on activities that are valuable, rare, difficult to imitate, and critical to the organizational mission.
1. The document discusses measuring field force motivation and satisfaction through an industry survey conducted over 6 years with over 12,000 responses.
2. Key findings show that relationships with managers and company culture became more important motivating factors, while bonuses and personal development declined in importance from 2002 to 2007.
3. Satisfaction levels with top motivating factors increased 14% on average for all responders from 2002 to 2006, but declined 17% for highest sales performers.
The document summarizes the key stages and focus areas of a business transformation process for a telecom company. The process involves conducting a business audit to identify improvement areas, developing focus processes to diagnose issues like organizational culture and management systems, rolling out solutions across the organization, and institutionalizing the changes. The business audit would analyze performance, strategy, culture, processes, operations, marketing, sales and customer satisfaction. Implementation requires forming cross-functional teams and a steering committee to guide the transformation work at all levels of the organization. The goal is to achieve sustainable strategic and cultural changes that improve business results.
Este documento proporciona una introducción y tutorial básico sobre el uso del software de diseño asistido por ordenador AutoCAD 2010. Explica las funciones básicas como crear líneas, arcos, círculos y elipses, así como herramientas para editar figuras como copiar, girar y escalar. También cubre el uso de capas para organizar los objetos de dibujo y la creación y edición de bloques para reutilizar elementos.
The document describes new features in PowerMILL R2 software. Key updates include improvements to toolpath preparation, generation, and verification functions. Area clearance step cutting, machine axis control for polar milling, and enhancements to corner clearance and finishing strategies were added. The user interface and automation capabilities were also expanded.
The document discusses the history and principles of quality management systems. It describes the evolution of international standards like ISO 9000 beginning in the 1950s. The key principles of a quality management system are outlined, including customer focus, leadership and involvement of people. The structure of ISO 9001 is summarized, including the main elements like documentation, management responsibility, and monitoring and measurement. The roles and responsibilities in a quality system are defined. Finally, the concepts of mission, vision, policy and objectives are introduced in relation to quality management.
This document provides an overview of experience mapping as a tool for healthcare organizations to understand and improve the patient experience. It discusses how mapping touchpoints across the patient journey can reveal opportunities to better meet expectations and enhance loyalty. Experience mapping involves interviewing patients to understand emotional needs and pain points, then prioritizing areas for improvement. The document uses Mayo Clinic as an example of an organization that excels at the patient experience through a culture of teamwork, patient-centered care, and continuous monitoring and improvement of the end-to-end experience.
Six Sigma is a data-driven methodology for improving business processes and products. It involves defining problems, measuring key aspects, analyzing data to find causes of defects, improving processes by addressing causes, and controlling processes to maintain improvements. Statistical tools are used throughout. The goal is to reduce variation and improve quality to meet customer requirements.
The document discusses performance management systems and employee development processes. It provides an overview of how performance management began and its importance in linking to employee development. Key aspects covered include setting performance objectives, conducting development talks, understanding competencies, and using tools like STARs to evaluate qualitative competencies. The integrated approach aims to enhance human capital, identify talents, and ensure goals are met through a transparent systematic process.
PHEL, India (Psyche Hospitality Enterprises Ltd.), is a Hospitality Consultancy Company specialising in the areas of project consultancy, project and operations management, financial consultancy etc. for our clients who range from a small restaurant to a international 5 star hotel chain.
The Catena Improvement System is a multi-stage system that uses video analysis and process mapping tools to identify opportunities for improvement in healthcare organizations. It aims to reduce costs, lengths of stay, wait times and errors while improving patient satisfaction, productivity and quality. The system provides modules to discover issues, implement changes, sustain improvements and deploy solutions organization-wide. It claims to save hundreds of staff hours through its integrated approach.
An introduction to the latest addition to the CMMI constellations of the SEI. This material reflects the model as it was in July 2011. Since the SEI can and will introduce changes to the model, this material could be dated when you access it. Treat it as a simplistic view of the true content and DO find the current status from the right source: The SEI itself.
The document discusses process improvement for grading at the IMM program. It finds that the current grading process lacks transparency and is not well understood by students. To address this, it applies operations management theories like the DMAIC cycle of define, measure, analyze, improve, and control. The document analyzes the grading process, identifies areas for improvement, and proposes changes like publishing grading criteria, providing more feedback, and increasing transparency. It finds that implementing these process improvements could increase student satisfaction while being cost neutral for faculty and staff.
The document discusses ITIL (IT Infrastructure Library), which is a framework that provides best practices for IT service management. It describes ITIL as documenting common sense practices for how other organizations manage their IT services. The framework consists of 5 books that describe processes, functions, roles and other best practices for service lifecycles, service design, service operations, and continual service improvement.
Accelovance is a CRO with divisions providing clinical trial services including patient recruitment and management, high throughput clinical sites, and a virtual call center. It has offices in North America and China. The document outlines Accelovance's mission to increase productivity and reliability in clinical trials through an integrated approach. It provides details on the various services offered by each division to achieve timely and cost-effective trials for clients. Metrics are presented showing Accelovance achieving enrollment targets ahead of schedule on phase II and III clinical trials compared to other participating sites.
The document discusses statistical process control and statistical thinking. It outlines key concepts of statistical thinking including process and variation thinking. It emphasizes the importance of understanding variation and using data to quantify variation and measure effects in order to improve processes. It also discusses how statistical thinking can be applied at different levels from executives to managers to workers.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
The value reference model document provides a high-level overview of the components and services that contribute value within an organization. It outlines the key auxiliary services including IT services, financial and accounting services, quality assurance services, and organizational intelligence services. The document also maps the relationships between business services, human resource services, product development services, supply chain services, customer relations services, and the auxiliary services that support them. Finally, it breaks down several of the auxiliary services such as IT services into further sub-components and services.
Six Sigma is a strategy for achieving world-class performance through process improvement by reducing variability. It aims for 3.4 defects per million opportunities. Many companies have achieved significant annual savings through Six Sigma by reducing costs, errors, rework and improving quality, productivity and profits. Case studies show companies achieving billions in savings through deploying Six Sigma across their organizations.
This document provides guidance on designing operations for new venture firms. It discusses determining the value proposition, competitive advantage, and business model. It also covers analyzing the industry value chain and competitors' operations. Key questions are posed about deciding which activities the firm should perform internally and which should be contracted out, focusing on activities that are valuable, rare, difficult to imitate, and critical to the organizational mission.
1. The document discusses measuring field force motivation and satisfaction through an industry survey conducted over 6 years with over 12,000 responses.
2. Key findings show that relationships with managers and company culture became more important motivating factors, while bonuses and personal development declined in importance from 2002 to 2007.
3. Satisfaction levels with top motivating factors increased 14% on average for all responders from 2002 to 2006, but declined 17% for highest sales performers.
The document summarizes the key stages and focus areas of a business transformation process for a telecom company. The process involves conducting a business audit to identify improvement areas, developing focus processes to diagnose issues like organizational culture and management systems, rolling out solutions across the organization, and institutionalizing the changes. The business audit would analyze performance, strategy, culture, processes, operations, marketing, sales and customer satisfaction. Implementation requires forming cross-functional teams and a steering committee to guide the transformation work at all levels of the organization. The goal is to achieve sustainable strategic and cultural changes that improve business results.
Este documento proporciona una introducción y tutorial básico sobre el uso del software de diseño asistido por ordenador AutoCAD 2010. Explica las funciones básicas como crear líneas, arcos, círculos y elipses, así como herramientas para editar figuras como copiar, girar y escalar. También cubre el uso de capas para organizar los objetos de dibujo y la creación y edición de bloques para reutilizar elementos.
The document describes new features in PowerMILL R2 software. Key updates include improvements to toolpath preparation, generation, and verification functions. Area clearance step cutting, machine axis control for polar milling, and enhancements to corner clearance and finishing strategies were added. The user interface and automation capabilities were also expanded.
The document discusses injection mould development for automotive parts by Hongyi JIG Rapid Technologies Co. It provides details on 14 case studies for moulds developed for headlamps, tail lights, lenses and other parts for motorbikes and cars. For each case study, it lists the mould type, runner type, estimated mould life, materials used, lead time and other processing details. It also describes Hongyi JIG's project management and mould design services.
O documento descreve um curso VIP de AutoCAD 2015 ministrado pelo professor Eduardo Kulik. O curso ensina comandos 2D, perspectivas, isométrico e projetos 3D em AutoCAD. O curso oferece atendimento exclusivo, apostila completa, exercícios em vídeo-aulas e certificação reconhecida nacionalmente.
Quality control of mould making at bluestar mould group Huy Bui Van
Bluestar Mould follows prevention-oriented philosophy before starting a new project. Special Review Team consists of Engineering Department, Manufacturing Department, Project Department, Quality Control Department and Purchasing Department adopt mould flow analysis, experience summary of similar projects and precaution potential problems of customers’ requirements, thereby to ensure the product quality effectively.
Analysis and optimization of maintenances management of instrumentsProjects Kart
This document appears to be a project report on analyzing and optimizing the maintenance management of instruments at Ashapura Volclay Ltd. It provides background information on the importance of maintenance management. The objectives of maintenance management are to minimize downtime and repair costs, use personnel and equipment efficiently, prolong asset life, and improve productivity and quality. It also provides a brief company profile of Ashapura Group, which is India's largest provider of industrial minerals and the parent company of Ashapura Volclay Ltd.
This presentation provides an overview of AutoCAD 2015. It discusses the latest version, the AutoCAD screen interface, how commands are provided, and the coordinate system. Key 2D commands like chamfer, fillet, and hatching are covered as well as basic 3D modeling, commands like extrude and revolve, and examples of 3D modeling projects. The benefits of AutoCAD for quickly creating accurate designs that can be easily modified and transferred are also summarized.
HƯớng dẫn các công đoạn thực hành khi lập trình gia công cho các chi tiết phức tạp, với sự hỗ trợ của phần mềm Powermill sẽ giúp bạn có thể xuất code nhanh cho chi tiết bạn cần và rất chính xác.
People often ask “what’s the difference between a Leading and a Lagging indicator?”. This presentation challenges some of the usual views and suggests some answers.
Alphorm.com Support Formation AutoCAD 2016 3DAlphorm
Formation complète ici :
http://www.alphorm.com/tutoriel/formation-en-ligne-autocad-2016-maitriser-la-3d
Faisant suite aux premières formations sur AutoCAD 2016: la formation AutoCAD 2016, les fondamentaux, la formation AutoCAD 2016, Atelier mécanique, la formation AutoCAD 2016, atelier architectural, et la formation AutoCAD 2016, Perfectionnement , votre Expert CAO, Alexandre BLONDEAU, vous a préparé cette nouvelle formation AutoCAD 2016, pour vous aider à maitriser la 3D sous AutoCAD 2016.
Cette formation AutoCAD 2016 3D vous permettra de maîtriser les fonctions et les techniques de conception 3D d'AutoCAD 2016, de la simple modélisation 3D aux fonctions avancées avec applications de matériaux et textures.
Pendant cette formation AutoCAD 2016 3D, vous apprendrez à modéliser et à éditer des projets 3D et réaliser des animations et des rendus en images de synthèse.
Cette formation AutoCAD 2016 3D vous permettra de réaliser des plans complexes en 3D et de maîtriser les fonctions avancées de la modélisation et de la visualisation 3D avec AutoCAD 2016.
Vous apprendrez à manipuler les maillages, à utiliser différents types de visuels, à définir l'éclairage et les mouvements de caméra.
Durant cette formation AutoCAD 2016 3D, Alexandre partagera avec vous les astuces et bonnes pratiques pour réussir au mieux cette formation AutoCAD 2016 3D.
Project managers use Key Performance Indicators (KPIs) and dashboards to monitor and communicate the status of a project. KPIs should be measurable metrics that indicate if objectives are being met. Effective KPIs are specific, measurable, attainable, relevant and time-bound. KPIs can be quantitative or qualitative and should be selected to provide insights without overwhelming stakeholders with too much data. Dashboards consolidate multiple KPIs using visual widgets like charts, tables and gauges to give viewers a quick status update in an easy to understand format.
CMMI High Maturity Best Practices HMBP 2010: CMMI® FOR SERVICES: INSIGHTS AND...QAI
CMMI® FOR SERVICES: INSIGHTS AND BEYOND
-Rajesh Naik
QAI.
presented at 1st International Collquium on CMMI High Maturity Best Practices 2010 held on May 21,2010 organized by QAI
Jamie Thomas is the Vice President of Product Development, Delivery and Customer Support. The document discusses how to effectively develop teams across continents, manage outsourced assets, leverage automation to optimize resources, and foster culture change to agile. It proposes using IBM's Measured Capability Improvement Framework to establish objectives, prioritize practices, accelerate adoption, and analyze results in incremental phases.
This document provides an overview of Lean Six Sigma (LSS) methodology for identifying, prioritizing, selecting, implementing, and sustaining process improvement projects from idea generation through to benefits realization. It outlines a staged approach including idea hopper, project hopper, prioritization tools, and DMAIC framework. Key aspects covered are generating and capturing ideas, screening and selecting projects, integrating LSS and project management, tracking benefits, and lessons learned to continuously improve the process. The overall aim is to balance short-term objectives with long-term needs and expectations.
This document discusses various process improvement frameworks including CMMI, Six Sigma, DFSS, and their relationships. It provides details on:
1) The stages and goals of Six Sigma (DMAIC), DFSS (DMADV), and other process improvement methods.
2) The maturity levels and process areas addressed by CMMI for improving project management, engineering, and process management.
3) The tools commonly used with each framework, with DFSS placing additional emphasis on customer needs analysis and designing reliability into new products and services from the start.
Presentation given at the BPM Executive Day, Bogota, Colombia, December 4, 2012. The presentation outlines the different dimensions of BPM activities an organization should consider when organizing their BPM efforts.
1. Kaizen focuses on continuous improvement through small, incremental changes to processes. It relies on involvement of employees and a systematic approach.
2. Characteristics of bankrupt companies include arrogant management, lack of employee education and business planning, failure to develop new products or technology, and discord among workers.
3. The components of an effective Kaizen management system are customer focus, leadership, involvement of employees, a process-oriented approach, and continual improvement. Statistical analysis can quantify the impacts of small improvements.
Strategy Execution through Balanced Scorecard; Hospitality; Customer Engageme...Ajoy Jauhar
This document provides a summary of Ajoy Jauhar's qualifications and experience. He has over 20 years of experience in quality management, customer experience, and business excellence. He holds a B.Sc in Statistics and Operations Research and certificates in General Management and Quality/ISO standards. His career includes establishing quality metrics and processes for hospitality and banking clients.
This document discusses quality management systems and how they can provide competitive advantage. It covers:
1) Quality management systems involve designing, implementing, and improving interconnected processes to effectively meet customer needs and organizational objectives.
2) Key aspects of a quality management system include system planning, design, operation, control, evaluation, and continuous improvement.
3) An organization's quality assurance and quality control departments work to ensure standards are met through requirements analysis, auditing, and corrective actions.
4) Consistent, well-defined processes are important for delivering quality products and services, and are enabled by procedures, standards, and documentation.
This document provides an overview of performance appraisals. It discusses the introduction and objective of performance appraisals, which is to evaluate an employee's job performance and worth to the organization. It then outlines the process for performance appraisals, which includes setting standards, communicating standards, measuring performance, and comparing results. Several methods for performance appraisals are described, including traditional and modern methods. The document also discusses limitations of performance appraisals, 360 degree feedback, performance appraisal interviews, and how appraisals can be used for career development purposes.
The document describes Alchemus' Performance and Competency Management System (PCMS) and HRMS software. The PCMS offers a comprehensive performance management solution that goes beyond traditional performance appraisals. The HRMS modules cover personnel data, goal setting, performance appraisal, compensation, payroll, and other HR functions. Key features of the PCMS include standardized processes, automated workflow, competency mapping, and tools to reduce bias and promote transparency.
The purpose of NGO Benchmarking is to provide NGOs, as well as the donor community and the public at large, with an independent assessment based on a comprehensive set of perspectives, namely:
Dimensions of Best Practices:
Board of Trustees, Strategic Framework, Integrity Management, Communication and Public Image, Human Resources, Fund-Raising - Resources Allocation and Financial Controls, Outcomes, Operations and Continuous Improvement.
Contributors' Expectations:
Transparency, Efficiency, Effectiveness
Management Components:
System, Activities (Programmes/Projects), Human Resources, Finance
Continuous Improvement:
Plan, Do, Check, Act.
The document discusses best practices for product design and development. It outlines key aspects of the process including identifying customer needs, establishing target specifications, concept generation, concept selection, concept testing, and setting final specifications. It also describes an evaluation framework that allows companies to compare their performance to industry benchmarks and best practices. The framework is used to develop an improvement plan by assessing a company's current situation, identifying gaps compared to best practices, and determining priorities based on business strategy and best practices.
The document discusses the balanced scorecard, which is a strategic management tool that measures organizational performance across four perspectives: financial, customer, internal processes, and learning and growth. It provides examples of possible performance measures for each perspective, such as profit per year (financial), customer satisfaction levels (customer), cycle time and error rates (internal processes), and percentage of training delivered (learning and growth). The balanced scorecard helps organizations translate strategy into objectives and measures, communicate strategic goals, and align business activities to achieve strategic targets. It provides a comprehensive framework for performance measurement and management.
The document outlines a performance framework with key perspectives, objectives, areas, indicators, targets, and analysis. It also details a 3-step performance management system to diagnose gaps and strengths, provide training, and install tools to monitor and incentivize performance. The overall framework and process are meant to help organizations set strategic goals and monitor progress.
The document provides an overview and agenda for a CMMI consulting presentation. It discusses the CMMI maturity levels from initial to optimizing. It then outlines the key aspects that will be covered in the presentation, including an overview of CMMI, the implementation and appraisal roadmaps, expectations, responsibilities and why the consulting company Techserv can help with CMMI. It provides resume information for the presenter Arul Nambi and concludes with an invitation for questions.
The document provides background information on two speakers, Christophe Debou and Tomasz de Jastrzebiec Wykowski, who will be presenting at the Agile Eastern Europe Conference on killing the myths about Agile and CMMI. The speakers' backgrounds demonstrate experience with both traditional approaches like CMMI and adaptive approaches like Scrum and Kanban. The presentation will discuss what Agile and CMMI are, compare their structures and contents, and address common problems and misconceptions when combining the two frameworks.
Balanced Scorecard for CMMI Implementations - Eduardo Espinheira e Paula GomesPaula Gomes
This document presents a roadmap for implementing a Balanced Scorecard (BSC) approach within a CMMI implementation. It begins with an introduction and overview of CMMI levels and process areas. It then discusses the BSC concept, how it can benefit a CMMI implementation by measuring intangible assets beyond financials. The document outlines barriers to BSC implementation and proposes a services-oriented strategy with missions, visions, and strategies defined at all levels.
1) The document discusses various frameworks for performance management, including defining performance, setting performance criteria and measures, and developing balanced scorecards.
2) It summarizes Simon's "levers of control" framework which includes beliefs, boundary, diagnostic, and interactive control systems.
3) Otley's five key areas for performance management are discussed - objectives and strategies, performance measures, targets, rewards, and information systems.
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Enhancing Adoption of AI in Agri-food: IntroductionCor Verdouw
Introduction to the Panel on: Pathways and Challenges: AI-Driven Technology in Agri-Food, AI4Food, University of Guelph
“Enhancing Adoption of AI in Agri-food: a Path Forward”, 18 June 2024
AI Transformation Playbook: Thinking AI-First for Your BusinessArijit Dutta
I dive into how businesses can stay competitive by integrating AI into their core processes. From identifying the right approach to building collaborative teams and recognizing common pitfalls, this guide has got you covered. AI transformation is a journey, and this playbook is here to help you navigate it successfully.
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Time and again, the business group has taken up new business ventures, each of which has allowed it to expand its horizons further and reach new heights. Even amidst the Adani CBI Investigation, the firm has always focused on improving its cement business.
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Tired of chasing down expiring contracts and drowning in paperwork? Mastering contract management can significantly enhance your business efficiency and productivity. This guide unveils expert secrets to streamline your contract management process. Learn how to save time, minimize risk, and achieve effortless contract management.
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During the budget session of 2024-25, the finance minister, Nirmala Sitharaman, introduced the “solar Rooftop scheme,” also known as “PM Surya Ghar Muft Bijli Yojana.” It is a subsidy offered to those who wish to put up solar panels in their homes using domestic power systems. Additionally, adopting photovoltaic technology at home allows you to lower your monthly electricity expenses. Today in this blog we will talk all about what is the PM Surya Ghar Muft Bijli Yojana. How does it work? Who is eligible for this yojana and all the other things related to this scheme?
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1. ZE&C
MAINTENANCE PERFORMANCE ANALYSIS
• PERFORMANCE EVALUATION
Dieser Bericht ist ausschließlich für Mitarbeiter des Klienten bestimmt. Die Verteilung, Zitierung und Vervielfältigung - auch auszugsweise - zum Zwecke der Weitergabe an
Dritte ist nur mit vorheriger schriftlicher Zustimmung der ASP Unternehmensberatung gestattet.
Die hier zusammengefassten Texte und Grafiken wurden von der ASP Unternehmensberatung im Rahmen einer Präsentation eingesetzt; sie stellen keine vollständige
Dokumentation der Veranstaltung dar.
1
1
3. 3
0%
100%
40%
60%
80%
20%
Organization
Strategy
Methods, Concepts
Controlling
Actual Audit
Assets Condition
Technical…
IT Integration
Best in Class
Material Management
Workshop
PERFORMANCE ANALYSIS SCOPE
Human Resources
Contracting
Min. Requirement
Communication
Planning
SHE, Quality
Effectiveness
ZE&C
4. TARGETS ZE&C
Maintenance Assessment
Review current Organization
Effectiveness 100% Strategy
situation 80%
SHE, Quality Method, Concepts
60%
Identification of 40%
Planning Controlling
Strengths 20%
0%
Weaknesses Communication Assets Condition
Define Levels for Technical
Contracting
Documentation
improvements
Human Resources Documentation
Workshop Material Management
4
5. ASSESSMENT SCOPE ZE&C
Strategic Position Sub Group
1 Strategy Mission, Vision, Goals
Process
2 Organization Functions, Process, Competences
3 Methodes, Concepts Total Productive Maintenance, RCM, CM, APM, etc.
4 Planning Efficiency, Effectiveness
5 Controlling Budgeting, Cost Centers, KPIs, BSC
Financials
6 Over All Effectiveness Breakdowns, MTBF, Quality, Productivity
7 Contracting Outsourcing, Outtasking
8 Material Management Spare Parts, Logistics, Sourcing
9 IT Integration CMMS, DMS, ERP
Customer
10 Assets Condition, Maintainability, Safety
11 Documentation Availability, Completeness, Accuracy
12 Workshops Organization, Tools, Instruments
13 Human Capital Competencies, Training,
Human
14 Safety, Health & Environment Equipment, Procedures, Instructions, Training
15 Communication Meetings, Reports, Visualization, Production
5
6. THE APPROACH ZE&C
Moderated self assessment
Responsible Managers from production, maintenance, sourcing, controlling
Data collection
For Key Performance Indicators
Site tours
Workshop(s)
Store room(s)
Production
Audits
Approx. 1 - 5 days on site, interviews, visual inspections, review of the documentation
• Operation / production / sourcing / controlling
• Managers, supervisors, other contributors
RCM-Prognostic Workshop
Definition of Machines, Specification of relevant data
Data transfer and analysis
Pre-presentation of findings
Report
Evaluation of key performance indicators
Benchmarking with “Best Practice”
Identification of improvements levers
Appraisal of the interviews
6
7. SCOPE AND COST ZE&C
PERFORMED SERVICES INCLUDED
Moderated Self-Assessment X
Data collection X
Maintenance Audit X
RCM Audit, Diagnostic & Prognostic X
Audit report X
Evaluation KPI”s X
Benchmarking with „Best Practice“ X
Identification of improvements levers X
Time on site (Maximum Estimated) for 3-Consultant Professionals 5
Total Price [USD] 29,500.00
Not included, in the above prices are: All additional expenses such as:
• Travelling costs (Airfare, car rentals, Taxis, Train tickets and Hotel) will be charged at cost plus 16%.
• Subsistence cost will be charged at straight cost.
• Any and all Taxes and or Duties at the Host country are excluded.
• Final report editing will be charged at time and material rates.
7
8. AUDIT REPORT ZE&C
Customer will receive a detailed report within 2 to 4 weeks after the
assessment and site visit.
On request, report presentation can be performed as a workshop
on-site (the workshop is not included in this Audit price unless quoted separately)
During the Workshop the following will be discussed:
• Audit results/findings
• Defined lever
• Basic concept for improvements
• Improvement roadmap
• Future steps
8