Mhr
•Download as PPTX, PDF•
0 likes•130 views
Global Ace Corporation aims to expand capacity and broaden its product line while offering end-to-end services from design to delivery. The company will cut down the number of vendors and focus on a few who can supply larger volumes without compromising quality or deadlines. The workforce of 4,000 is 70% contract-based and 30% regular employees, with more needing regularization. The HR strategy focuses on competencies, practices, systems, and deliverables to meet goals like reducing pressure on workers and excess rework while increasing productivity. Long-term goals include reducing dependency on single contractors and choosing renowned contractors with strong HR policies, as well as regularizing good performers and training on new ERP systems.
Report
Share
Report
Share
Recommended
Latest Clients
This document contains summaries of HR outsourcing projects completed by HRhelpdesk.in for various clients. The clients included an international garment manufacturer, agro products company, mergers and acquisitions firm, management institute, IT company, chemicals manufacturer, and products manufacturer. The tasks involved recruitment, compensation processes, policy development, research support, and salary benchmarking activities tailored for each client across their India and Asia Pacific operations.
Assigment lanh-hai
The document discusses understanding the new workplace and recognizing and rewarding employees. It outlines objectives of understanding new work environments, managing new entrants, cultural orientation, workplace structures, and recognition/rewards. Key findings include changing work practices, downsizing requiring increased productivity, influence of technology, and challenges of attracting and retaining talent. The document also provides a case study of Haison Company, which implemented an HR system of performance-based compensation and bonuses to attract, retain, and foster loyalty among employees while continuing to improve job satisfaction.
Quality Management Philosophies
Quality Management PhilosophiesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
The document discusses various quality management philosophies and approaches. It provides an overview of Dr. W. Edwards Deming's 14 points on management and his system of profound knowledge. It also summarizes Joseph Juran's 10 steps for quality improvement and quality trilogy process. Philip Crosby's quality management philosophy and his 14 steps to quality are outlined. The strengths and weaknesses of Crosby's approach are discussed. Key aspects of Total Quality Management such as Deming's PDCA cycle and the TQM triangle are presented.Reduce Employee Turnover Costs
Employee turnover costs companies significantly, ranging from 50-150% of an employee's annual compensation. To retain top talent, companies should share their long-term vision to give employees meaning in their work, conduct employee satisfaction surveys to understand reasons for leaving, offer flexible work schedules and personal days to improve work-life balance, create focus groups to discuss corporate culture, and conduct exit interviews. The document provides strategies for companies to discuss with HR and senior management to reduce costly employee churn.
Deming's 14 points for top management
The document outlines 14 principles for transforming an organization, including having a constant purpose, driving out fear, breaking down barriers between staff, adapting a new philosophy, ending awarding business solely based on price, ceasing dependence on mass inspection, constantly improving production and services, instituting training, adopting and instituting leadership, and taking action to accomplish the transformation.
Delivering excellence and the barriers faced as a In House Maintenance Provider
This Presentation describes the common barriers that running an In House Maintenance Team may pose and offers some solutions
Adaptive biz new york parry
This document summarizes Lloyd Parry International's approach to designing adaptive organizations. It discusses their Adaptive-Business-Framework which includes four phases: design, engage, adopt, and adapt. The framework aims to make organizations more engaging of customers, better at learning and sharing intelligence, strong at leadership, and able to continuously improve. It provides examples of how the framework has been applied to case studies of organizations and measurement approaches. The document is authored and copyrighted by Lloyd Parry.
FASTER ADAPTABILITY IS THE NEW CORE COMPETENCY IN THE NEW ECONOMY
Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike?
This presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates to drive deeper customer engagement and faster organisational responses.
Almost daily, managers face multiple choices for work design, measurement, rewards, organisational structures, working practices and approaches to management and staff relationships just to keep the day-to-day business running- let alone respond to future business needs. In this presentation, we look at the most important items to align to create a highly responsive organisation.
We will start by examining the work-climate to understand how management choices interact in complex ways to create a perception of ‘how it feels to work here’. Research has demonstrated that workclimate perceptions are a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make to increase performance and adaptability?
What needs to be eradicated?
What needs to be redesigned?
Where do we need to start?
About Stephen Parry
Biog PhotoStephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.
Recommended
Latest Clients
This document contains summaries of HR outsourcing projects completed by HRhelpdesk.in for various clients. The clients included an international garment manufacturer, agro products company, mergers and acquisitions firm, management institute, IT company, chemicals manufacturer, and products manufacturer. The tasks involved recruitment, compensation processes, policy development, research support, and salary benchmarking activities tailored for each client across their India and Asia Pacific operations.
Assigment lanh-hai
The document discusses understanding the new workplace and recognizing and rewarding employees. It outlines objectives of understanding new work environments, managing new entrants, cultural orientation, workplace structures, and recognition/rewards. Key findings include changing work practices, downsizing requiring increased productivity, influence of technology, and challenges of attracting and retaining talent. The document also provides a case study of Haison Company, which implemented an HR system of performance-based compensation and bonuses to attract, retain, and foster loyalty among employees while continuing to improve job satisfaction.
Quality Management Philosophies
Quality Management PhilosophiesWe Learn - A Continuous Learning Forum from Welingkar's Distance Learning Program.
The document discusses various quality management philosophies and approaches. It provides an overview of Dr. W. Edwards Deming's 14 points on management and his system of profound knowledge. It also summarizes Joseph Juran's 10 steps for quality improvement and quality trilogy process. Philip Crosby's quality management philosophy and his 14 steps to quality are outlined. The strengths and weaknesses of Crosby's approach are discussed. Key aspects of Total Quality Management such as Deming's PDCA cycle and the TQM triangle are presented.Reduce Employee Turnover Costs
Employee turnover costs companies significantly, ranging from 50-150% of an employee's annual compensation. To retain top talent, companies should share their long-term vision to give employees meaning in their work, conduct employee satisfaction surveys to understand reasons for leaving, offer flexible work schedules and personal days to improve work-life balance, create focus groups to discuss corporate culture, and conduct exit interviews. The document provides strategies for companies to discuss with HR and senior management to reduce costly employee churn.
Deming's 14 points for top management
The document outlines 14 principles for transforming an organization, including having a constant purpose, driving out fear, breaking down barriers between staff, adapting a new philosophy, ending awarding business solely based on price, ceasing dependence on mass inspection, constantly improving production and services, instituting training, adopting and instituting leadership, and taking action to accomplish the transformation.
Delivering excellence and the barriers faced as a In House Maintenance Provider
This Presentation describes the common barriers that running an In House Maintenance Team may pose and offers some solutions
Adaptive biz new york parry
This document summarizes Lloyd Parry International's approach to designing adaptive organizations. It discusses their Adaptive-Business-Framework which includes four phases: design, engage, adopt, and adapt. The framework aims to make organizations more engaging of customers, better at learning and sharing intelligence, strong at leadership, and able to continuously improve. It provides examples of how the framework has been applied to case studies of organizations and measurement approaches. The document is authored and copyrighted by Lloyd Parry.
FASTER ADAPTABILITY IS THE NEW CORE COMPETENCY IN THE NEW ECONOMY
Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike?
This presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates to drive deeper customer engagement and faster organisational responses.
Almost daily, managers face multiple choices for work design, measurement, rewards, organisational structures, working practices and approaches to management and staff relationships just to keep the day-to-day business running- let alone respond to future business needs. In this presentation, we look at the most important items to align to create a highly responsive organisation.
We will start by examining the work-climate to understand how management choices interact in complex ways to create a perception of ‘how it feels to work here’. Research has demonstrated that workclimate perceptions are a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make to increase performance and adaptability?
What needs to be eradicated?
What needs to be redesigned?
Where do we need to start?
About Stephen Parry
Biog PhotoStephen Parry is an international leader and organisational architect, designing and creating adaptive organisations. He has a world-class reputation for passionate leadership and organisational transformation by changing the way employees, managers and leaders think about their business and their customers.
He is the author of Sense and Respond: The Journey to Customer Purpose (Palgrave), a highly regarded book written as a follow-up to his award-winning organisational transformations. His change work was recognised when he received Best Customer Service Strategy at the National Business Awards.
Stephen believes that organisations must be designed around the needs of customers through the application of employee creativity, innovation and willing contribution. This was recognised when his approach received awards from the European Service Industry for the Best People Development Programme and a personal award for Innovation and Creativity. His clients include many global corporations and national governments: SAP, LEGO, BT, UK government, police authorities, financial services, Telcos, retail, Legal Services, IT and software companies, outsourcing and shared services.
Kaizen inspires local operational excellence across CHEP NZ sites
For example, a Kaizen circle in Palmerston North identified ways to reduce excess paint use and waste in pallet painting, improving quality and reducing costs. Their improvements were then implemented across other sites. Initial audits show progress, and further advances are expected from increased employee engagement.
Case study compensation
An international agro products company hired HRhelpdesk.in to execute compensation activities for its India operations. This included conducting a salary benchmarking study across locations and industries, analyzing the company's current compensation strategy through discussions with top management, and developing and implementing a new 3-year compensation philosophy. HRhelpdesk.in gathered data, conducted market research and analysis, and worked with top management to understand expectations and develop the new strategic compensation approach.
Brewing Agile Adaptive
Using Agile methods and practices for the management of work does not necessarily lead to an adaptive business.
So what do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for customers, employees, managers and leaders alike? The presentation will demonstrate the importance of creating the right work-climate for Agile to manage work more effectively and to go further ensuring the business as a whole can become highly adaptive to their customers and the marketplace.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, team structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers and staff to make?
What needs to be eradicated?
What needs to be redesigned?
How do we put the customer and our employees at the heart of the business?
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Corporate Capability Flexible Staffing 12 2008
Using staffing strategically can help companies meet various business objectives like controlling costs, improving quality and throughput, and building morale. Visionary companies are revolutionizing organizational structures by leveraging their staffing functions. Some proven techniques include maintaining a flexible core staff sized to base production levels and using temporary employees in high turnover areas to reduce hiring and termination expenses. Staffing firms can also provide cost-effective benefits options to payrolled or temporary personnel to further reduce a company's benefits costs.
Total Quality Process (TQP)
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/total-quality-process-tqp-349
Many quality improvement programs fail because they were not managed as a total process. Total Quality Process (TQP) teaches you how to approach quality or any change initiative as a company-wide effort. You will learn how to make a commitment, plan and begin to implement systems for managing quality that integrates all the people, processes/systems and continuous improvement initiatives together.
Based on Philip Crosby's methodology, what this presentation guide will focus is not a new quality control system, but a company-wide approach to total quality. A process for total quality must comprise Quality Management and Quality Improvement. The Total Quality Process (TQP) introduced in this presentation is based on Five Quality Principles and establishes Four Key Activities for Quality Management. TQP is designed to involve every employee in your company in quality improvement efforts.
NO. OF SLIDES = 83
LEARNING OBJECTIVES
1. Explain the Principles of Quality
2. Describe the TQP framework ("House of Quality")
3. Define the Four Key Activities for managing quality
4. Explain the need for a culture change, starting at the top
5. Demonstrate a personal commitment to total quality
6. Explain the TQP implementation infrastructure
7. Describe how to put the systems for TQP into motion
8. Identify ways to sustain TQP activities
9. Understand a manager's role in quality improvement
Designing organisations that work for Lean and Agile thinking people. Europea...
Abstract: What do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike? The presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
During any change program, behaviours take time to adjust to new practices. Therefore, measuring and plotting the change in the work-climate provides assurance your changes are having the desired effect. Measuring and monitoring the work-climate will also detect any undesired effects and enable corrective actions to be taken.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make?
What needs to be eradicated?
What needs to be redesigned?
Our survey method, in addition to assessing behaviours, provides insight into the influence on the work-climate as a result of management choices in the following areas:
• How organisational design impacts collaboration
• Managing practices, such as continuous-improvement and governance
• End-to-end service performance
• Service quality
• Innovation and change ability
• Customer centricity
• Leadership style
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Proposal template sustainable improvement
The document discusses why organizations implement lean and why many lean interventions fail to be sustainable. It describes how Supply Chain Improvers can help organizations achieve sustainable improvement through several steps: setting clear targets and mapping current conditions; training in the proper tools; deploying projects to address obstacles; and working hands-on with teams throughout the process. The goal is to establish stability first and then enable continuous improvement through a pragmatic approach tailored to each organization's specific needs and conditions.
Deming's 14 points
Deming's 14 Points for Total Quality Management focus on continuous improvement, eliminating waste, and empowering workers. The points emphasize building quality into processes from the start, ongoing education, removing barriers to pride in work, breaking down barriers between departments, and involving all employees to work towards quality. Effective leadership, clear communication to remove fear, and a focus on meeting customer needs are also important aspects of Deming's approach.
About ssa
The document outlines SSA Business Solutions' journey in quality management consulting since its founding in 1999. It discusses SSA's vision to become the top business excellence solutions provider in India by 2015, with 20% of revenue from overseas consulting. SSA focuses on long-term customer loyalty and cost reduction for clients through continual improvement, lean processes, and strategic management tools like Six Sigma and Balanced Scorecard. SSA provides consulting across various industries in India and other Asian countries through strategic partnerships.
Org Development: Corporate Success Formula 4+2
1. A study of over 200 companies over 10 years found that those who consistently followed a formula of focusing on 4 key factors (strategy, execution, culture, structure) and 2 secondary factors had a 90% chance of sustained business success.
2. The 4 key factors are having a clear strategy, flawless operational execution, a performance-oriented culture, and a flexible and efficient organizational structure.
3. The secondary factors that contributed to success were talent management, innovation, strong leadership, and effective mergers and acquisitions.
Achieving HR Excellence: A Global and Evidence-Based View - from May 30 Pres...
Achieving HR Excellence: A Global and Evidence-Based View. Powerpoint Deck from from May 30 Presentation with John Boudreau highlighting findings from his (and Ed Lawler\'s) forthcoming book.
Kaizen costing
The presentation is about Kaizen costing that has been used by japan from number of years to control costs.
14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!
14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!Interactive Meeting Technology, LLC
W. Edwards Deming was a pretty smart guy.... and knew quite a bit (well, just about everything) when it came to quality management. He did pretty much pioneer the field, so maybe it's time more organizations start to listen to the man who helped launch the push for quality management and implement it themselves.
This presentation focuses on how the service sector, particularly Hospitality, can benefit from taking to heart the 14 Points for the Transformation of Management that Deming was so well known for. Who knows, you might actually see positive results!Tqm chapter 4
The document discusses the implementation of total quality management (TQM). It states that TQM implementation is led by top management and involves applying the right tools for continuous quality improvement. These tools include statistical process control, quality function deployment, and total preventive maintenance. TQM also relies on techniques like quality circles and total employee involvement to encourage problem solving at lower levels. Key quality management thinkers like Deming, Juran, and Taguchi influenced the development of TQM through their work in statistics, management, and execution. The document outlines the planning, doing, studying, and acting (PDSA) cycle used for continuous TQM implementation and improvement.
Engage! V6
The document discusses strategies for engaging employees to drive business results through effective human capital practices. It focuses on recruiting and selecting the right talent, providing dynamic learning opportunities, implementing performance-based rewards linked to business goals, and integrating these practices to motivate employees to deliver results and excel in their work. The outcomes of effective human capital strategies are profitable revenue, innovation, and strategic business alignment.
Seven quality management principles behind iso9001 requirements
Seven quality management principles behind iso9001 requirements More info here https://qmssystems.com/
Hall MR12CD Wednesday 09h15 - Sello Mosai
The document outlines Sello Mosai's presentation to the Manufacturing Indaba on using productivity as a tool for industrial development. It discusses that continuous productivity growth can lead to increased output, employment, wages, and living standards. Productivity involves efficiently converting inputs to outputs using resources. The presentation then covers ways to improve productivity by reducing waste, increasing efficiency and utilization. It also discusses myths about productivity and 10 best practice principles for productivity improvement including continuous improvement, teamwork, and developing exceptional leaders. The presentation emphasizes that all companies should focus on improving productivity to lower costs and increase long-term output.
Quality Statements
This document discusses the key concepts of vision, mission, and policy statements for organizations. It defines a vision as a desired future state that can take years to achieve, a mission as the purpose and customers served, and policies as guides for managerial decisions. Examples of vision and mission statements are provided for several companies. The document concludes by stating that policies should require understanding customer requirements and delivering defect-free products and services.
Case study M&A
Company: A leading Indian company in the M&A business. Task: Create unified and internationally benchmarked HR policies and processes for 2 companies that they advised on a merger. Process: Analyzed expectations and present processes and recommended new systems. Tasks performed: Understood existing policies of both companies, developed new policies with rationale, got buy-in from top management to create a Policy Manual, and conducted job evaluations to build parity and recalibrate salaries between the two companies' employees in India.
More Related Content
What's hot
Kaizen inspires local operational excellence across CHEP NZ sites
For example, a Kaizen circle in Palmerston North identified ways to reduce excess paint use and waste in pallet painting, improving quality and reducing costs. Their improvements were then implemented across other sites. Initial audits show progress, and further advances are expected from increased employee engagement.
Case study compensation
An international agro products company hired HRhelpdesk.in to execute compensation activities for its India operations. This included conducting a salary benchmarking study across locations and industries, analyzing the company's current compensation strategy through discussions with top management, and developing and implementing a new 3-year compensation philosophy. HRhelpdesk.in gathered data, conducted market research and analysis, and worked with top management to understand expectations and develop the new strategic compensation approach.
Brewing Agile Adaptive
Using Agile methods and practices for the management of work does not necessarily lead to an adaptive business.
So what do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for customers, employees, managers and leaders alike? The presentation will demonstrate the importance of creating the right work-climate for Agile to manage work more effectively and to go further ensuring the business as a whole can become highly adaptive to their customers and the marketplace.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, team structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers and staff to make?
What needs to be eradicated?
What needs to be redesigned?
How do we put the customer and our employees at the heart of the business?
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Corporate Capability Flexible Staffing 12 2008
Using staffing strategically can help companies meet various business objectives like controlling costs, improving quality and throughput, and building morale. Visionary companies are revolutionizing organizational structures by leveraging their staffing functions. Some proven techniques include maintaining a flexible core staff sized to base production levels and using temporary employees in high turnover areas to reduce hiring and termination expenses. Staffing firms can also provide cost-effective benefits options to payrolled or temporary personnel to further reduce a company's benefits costs.
Total Quality Process (TQP)
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/total-quality-process-tqp-349
Many quality improvement programs fail because they were not managed as a total process. Total Quality Process (TQP) teaches you how to approach quality or any change initiative as a company-wide effort. You will learn how to make a commitment, plan and begin to implement systems for managing quality that integrates all the people, processes/systems and continuous improvement initiatives together.
Based on Philip Crosby's methodology, what this presentation guide will focus is not a new quality control system, but a company-wide approach to total quality. A process for total quality must comprise Quality Management and Quality Improvement. The Total Quality Process (TQP) introduced in this presentation is based on Five Quality Principles and establishes Four Key Activities for Quality Management. TQP is designed to involve every employee in your company in quality improvement efforts.
NO. OF SLIDES = 83
LEARNING OBJECTIVES
1. Explain the Principles of Quality
2. Describe the TQP framework ("House of Quality")
3. Define the Four Key Activities for managing quality
4. Explain the need for a culture change, starting at the top
5. Demonstrate a personal commitment to total quality
6. Explain the TQP implementation infrastructure
7. Describe how to put the systems for TQP into motion
8. Identify ways to sustain TQP activities
9. Understand a manager's role in quality improvement
Designing organisations that work for Lean and Agile thinking people. Europea...
Abstract: What do Lean and Agile principles tell us about the way we need to design, build and operate modern businesses? Can we design organisations that are adaptive, innovative and engaging for employees, managers and leaders alike? The presentation will demonstrate the importance of organisational design and route-map sequencing to create conducive work-climates for Lean and Agile thinkers.
Description: Lean and Agile workplaces depend heavily on the management choices for work design, measurement, rewards, organisational structures, working practices, methods and approaches to management and staff relationships.
These choices combine in complex ways to create a perception of ‘how it feels to work here’, which we call the ‘work-climate’. Research has demonstrated that work-climate is a proven predictor of long-term business performance.
During any change program, behaviours take time to adjust to new practices. Therefore, measuring and plotting the change in the work-climate provides assurance your changes are having the desired effect. Measuring and monitoring the work-climate will also detect any undesired effects and enable corrective actions to be taken.
By examining the ‘work-climate’, we can then ask the following questions:
What are the best choices for managers to make?
What needs to be eradicated?
What needs to be redesigned?
Our survey method, in addition to assessing behaviours, provides insight into the influence on the work-climate as a result of management choices in the following areas:
• How organisational design impacts collaboration
• Managing practices, such as continuous-improvement and governance
• End-to-end service performance
• Service quality
• Innovation and change ability
• Customer centricity
• Leadership style
The survey provides direction and demonstrable evidence the work-climate is moving in the right direction to support Lean and Agile working.
Proposal template sustainable improvement
The document discusses why organizations implement lean and why many lean interventions fail to be sustainable. It describes how Supply Chain Improvers can help organizations achieve sustainable improvement through several steps: setting clear targets and mapping current conditions; training in the proper tools; deploying projects to address obstacles; and working hands-on with teams throughout the process. The goal is to establish stability first and then enable continuous improvement through a pragmatic approach tailored to each organization's specific needs and conditions.
Deming's 14 points
Deming's 14 Points for Total Quality Management focus on continuous improvement, eliminating waste, and empowering workers. The points emphasize building quality into processes from the start, ongoing education, removing barriers to pride in work, breaking down barriers between departments, and involving all employees to work towards quality. Effective leadership, clear communication to remove fear, and a focus on meeting customer needs are also important aspects of Deming's approach.
About ssa
The document outlines SSA Business Solutions' journey in quality management consulting since its founding in 1999. It discusses SSA's vision to become the top business excellence solutions provider in India by 2015, with 20% of revenue from overseas consulting. SSA focuses on long-term customer loyalty and cost reduction for clients through continual improvement, lean processes, and strategic management tools like Six Sigma and Balanced Scorecard. SSA provides consulting across various industries in India and other Asian countries through strategic partnerships.
Org Development: Corporate Success Formula 4+2
1. A study of over 200 companies over 10 years found that those who consistently followed a formula of focusing on 4 key factors (strategy, execution, culture, structure) and 2 secondary factors had a 90% chance of sustained business success.
2. The 4 key factors are having a clear strategy, flawless operational execution, a performance-oriented culture, and a flexible and efficient organizational structure.
3. The secondary factors that contributed to success were talent management, innovation, strong leadership, and effective mergers and acquisitions.
Achieving HR Excellence: A Global and Evidence-Based View - from May 30 Pres...
Achieving HR Excellence: A Global and Evidence-Based View. Powerpoint Deck from from May 30 Presentation with John Boudreau highlighting findings from his (and Ed Lawler\'s) forthcoming book.
Kaizen costing
The presentation is about Kaizen costing that has been used by japan from number of years to control costs.
14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!
14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!Interactive Meeting Technology, LLC
W. Edwards Deming was a pretty smart guy.... and knew quite a bit (well, just about everything) when it came to quality management. He did pretty much pioneer the field, so maybe it's time more organizations start to listen to the man who helped launch the push for quality management and implement it themselves.
This presentation focuses on how the service sector, particularly Hospitality, can benefit from taking to heart the 14 Points for the Transformation of Management that Deming was so well known for. Who knows, you might actually see positive results!Tqm chapter 4
The document discusses the implementation of total quality management (TQM). It states that TQM implementation is led by top management and involves applying the right tools for continuous quality improvement. These tools include statistical process control, quality function deployment, and total preventive maintenance. TQM also relies on techniques like quality circles and total employee involvement to encourage problem solving at lower levels. Key quality management thinkers like Deming, Juran, and Taguchi influenced the development of TQM through their work in statistics, management, and execution. The document outlines the planning, doing, studying, and acting (PDSA) cycle used for continuous TQM implementation and improvement.
Engage! V6
The document discusses strategies for engaging employees to drive business results through effective human capital practices. It focuses on recruiting and selecting the right talent, providing dynamic learning opportunities, implementing performance-based rewards linked to business goals, and integrating these practices to motivate employees to deliver results and excel in their work. The outcomes of effective human capital strategies are profitable revenue, innovation, and strategic business alignment.
Seven quality management principles behind iso9001 requirements
Seven quality management principles behind iso9001 requirements More info here https://qmssystems.com/
Hall MR12CD Wednesday 09h15 - Sello Mosai
The document outlines Sello Mosai's presentation to the Manufacturing Indaba on using productivity as a tool for industrial development. It discusses that continuous productivity growth can lead to increased output, employment, wages, and living standards. Productivity involves efficiently converting inputs to outputs using resources. The presentation then covers ways to improve productivity by reducing waste, increasing efficiency and utilization. It also discusses myths about productivity and 10 best practice principles for productivity improvement including continuous improvement, teamwork, and developing exceptional leaders. The presentation emphasizes that all companies should focus on improving productivity to lower costs and increase long-term output.
Quality Statements
This document discusses the key concepts of vision, mission, and policy statements for organizations. It defines a vision as a desired future state that can take years to achieve, a mission as the purpose and customers served, and policies as guides for managerial decisions. Examples of vision and mission statements are provided for several companies. The document concludes by stating that policies should require understanding customer requirements and delivering defect-free products and services.
Case study M&A
Company: A leading Indian company in the M&A business. Task: Create unified and internationally benchmarked HR policies and processes for 2 companies that they advised on a merger. Process: Analyzed expectations and present processes and recommended new systems. Tasks performed: Understood existing policies of both companies, developed new policies with rationale, got buy-in from top management to create a Policy Manual, and conducted job evaluations to build parity and recalibrate salaries between the two companies' employees in India.
What's hot (19)
Kaizen inspires local operational excellence across CHEP NZ sites
Kaizen inspires local operational excellence across CHEP NZ sites
Designing organisations that work for Lean and Agile thinking people. Europea...
Designing organisations that work for Lean and Agile thinking people. Europea...
Achieving HR Excellence: A Global and Evidence-Based View - from May 30 Pres...
Achieving HR Excellence: A Global and Evidence-Based View - from May 30 Pres...
14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!
14 Ideas from a Really Smart Guy on How to Manage Better - Hospitality Edition!
Seven quality management principles behind iso9001 requirements
Seven quality management principles behind iso9001 requirements
Viewers also liked
A1 claire thompson
The document summarizes a consultation project conducted by Havering Council to engage with vulnerable older residents about council services. It targeted residents over 65 from a specific customer segment identified as most in need of support, using a bespoke customer segmentation tool. The project involved household visits by volunteers to 1235 residents, identified 564 basic needs, and resulted in 2824 requests for services or information. Key outcomes included identifying unclaimed benefits, increased skills for volunteers, and high customer satisfaction. Lessons learned centered on refining questionnaires and referral processes.
A1.kevin halden
The Ageing Well Programme aims to support local authorities in developing good places for older people to live as populations age. It provides intensive support to 6 councils per region, including peer reviews, leadership training, and help developing local solutions. The program involves older people to understand priorities and opportunities, promotes prevention and volunteering, and takes a whole-system, place-based approach to issues around care, housing, and community support.
Viewers also liked (9)
Similar to Mhr
SHRM
The document discusses strategies and strategic planning. It provides definitions of strategy as a plan of actions to achieve long-term goals. It then outlines Kurkure's strategy for product launches, including advertising and ensuring full outlet coverage. It lists characteristics of effective strategies and the 7 steps of strategic planning. Finally, it discusses the role of human resources in strategic planning and how HR strategies and policies can support organizational strategies and goals.
playbook-for-upgrading-hr-operational-efficiency.pdf
The document provides recommendations for improving HR operational efficiency through upgrading the HR operating model. It discusses how the current HR structure is often not agile or strategic enough due to new business challenges. The HR operating model of the future involves building robust operations teams, reinventing HR business partners as strategic talent leaders, creating problem-solving pools, and providing agile support. The first phase to achieve this future state is increasing operational efficiency, such as by improving processes, maximizing the HRIS, creating shared services, and developing operations teams. The document offers specific example actions in each of these areas.
HCL HCM Brochure
The document summarizes an HCL assessment for improving an organization's HR systems. It describes how traditional ERP HR systems are outdated and do not meet modern needs. HCL offers a next-generation HCM transformation assessment to evaluate an organization's HR systems, processes, and business needs to develop a roadmap and business case for change. The assessment identifies requirements, recommendations, benefits, risks, and a plan. HCL has experience successfully transforming HR for many large organizations.
RPO_Why_Outsource Brochure
The document discusses the benefits of outsourcing recruitment processes through a recruitment process outsourcing (RPO) provider. It outlines key reasons for outsourcing such as gaining access to a larger talent pool, increasing innovation and expertise, and improving supplier and process management. The document also summarizes the benefits an RPO provider like ManpowerGroup Solutions can provide, including standardized global recruitment processes, harnessing new recruitment technologies and tools, and helping to reduce costs.
Lean HR - Optimising Your Team, Resources and Processes
The document discusses optimizing HR teams, resources, and processes to drive agility, customer centricity, and efficiency. It outlines emerging HR operating models and priorities like strategic impact, agility, cost efficiency, and employee experience. The Gartner model is described which includes strategic talent leaders, problem solvers, specialists, and operations teams. Building the right HR operating model requires determining elements like strategy, principles, delivery model, capabilities, and measures of success. Shifting HR's focus to priorities like continuous learning, empowered teams, accountability, trust, and employee experience is also discussed.
CSC_Your_Supply_Chain_A_Catalyst_for_Growth
By improving its supply chain performance, a leading manufacturer was able to achieve transformational business objectives of leaping ahead of competitors in inventory control and customer service. They focused on better demand forecasting, production planning, and statistically-driven inventory levels to meet business plans and customer expectations. This contributed to a strategic transformation realizing over $40 million annually through simultaneously reducing inventory 20% and improving customer service.
Kstc - strategic management consultant
. I have pursued a versatile career path and so there is potential to transfer my skills across different sectors and industries. I have obtained an interesting diverse working experience in various business environments over my career.
Operational excellence through lean & six sigma
Operational excellence focuses on continuous improvement through lean, six sigma and lean six sigma approaches. It aims to optimize processes by focusing on customer needs and empowering employees. Caterpillar deployed lean six sigma across 27 business units to regain industry leadership. PASCO trained employees in lean six sigma to drive a culture change and focus on high potential markets and product innovation. ScottishPower used lean six sigma to improve customer service and sales operations to increase its market share.
Hrm ppt
Strategic human resource management aligns an organization's human resource strategies and policies with its overall business strategies and objectives. It involves attracting, retaining, and developing employees while considering organizational strategies like growth, concentration, mergers and acquisitions. Effective strategic HRM ensures employees' skills are utilized to contribute to the organization's success. It also considers managing change, developing strategies at the corporate, business unit, and functional levels, and linking human resource practices to the organization's goals.
Presentation Atc 2009 Funky Final
Hudson Managed Services is the recruitment process outsourcing arm of Hudson Global Resources. They focus on building client capability in temporary/contract staffing, permanent staffing, and leadership/succession. Hudson Managed Services has successfully delivered RPO solutions for 10 years, retaining their first client, and has 12 unique solutions across Australia and New Zealand. Client testimonials praise Hudson Managed Services' high quality service, efficiency, and partnership approach.
Business process-reengineering
Business process reengineering involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in key performance areas like cost, quality, service, and speed. It requires selecting processes for reengineering, appointing a project team, understanding the current process, developing and communicating a vision for an improved process, identifying an action plan, and then executing the plan. Common challenges include not simplifying processes enough, overreliance on existing processes, and failing to involve IT and address organizational culture changes.
The Co-op Group and its Journey to Oracle Fusion HCM Cloud
The Co-operative Group is moving its HR systems to the Oracle cloud to simplify its complex technology landscape. The key drivers for moving to the cloud include reducing complexity, breaking down silos, keeping the system simple, reducing costs, and gaining flexibility. The multi-year OneHR program will transition the group's HR functions such as recruitment, performance management, and analytics to integrated cloud systems from a single vendor. The implementation roadmap includes quick wins, piloting new systems, and a full transition with the goal of stabilizing cloud-based HR services.
Rane Ppt
Rane Brake Lining Ltd is an Indian manufacturer of brake linings and pads established in 1964. It implemented total quality management (TQM) practices to address issues like high defect rates, long lead times to solve customer problems, and lack of customer focus. After implementing TQM, the company saw reductions in rejections and errors, increased employee suggestions, and received quality certifications. It aims to become a global player and continuously improve through new methodologies.
EPC Solutions- HR Oursourcing
We are here to support all your recruitment, payroll, ess, training, travel, exit policy and compliance needs.
>> OUR VALUES:
@ Integrity is Everything
@ Insightful Expertise
@ Service Excellence
@ Inspiring Innovation
@ Each Person counts
@ Results – driven
@ Social Responsibility
>> ONE MISSION
Power organizations with insightful solutions that drive business success.
>> ONE VISION
Be the world’s authority on helping organizations focus on what matters.
Case copy
Leadership for Quality was Xerox's initial quality initiative launched in the 1980s in response to declining market share and quality issues. Its main motivations were to instill a culture of quality throughout the company and improve customer satisfaction.
Lean Six Sigma was a later initiative launched in 2003 that built upon the Leadership for Quality approach. Its motivations differed in some key ways:
- It had a stronger focus on data-driven process improvement and statistical tools through the Six Sigma methodology. This allowed for more rigorous identification and elimination of defects and waste.
- Projects were selected based on their potential to improve return on investment, moving quality from being a goal to directly impacting financial performance.
- It aimed to transform the company
Tqm Final Ppt
The document discusses the implementation of Total Quality Management (TQM) at Rashtriya Ispat Nigam Limited (RINL), a public sector steel plant in India. RINL implemented TQM to improve quality, productivity, and performance. Key steps included establishing a TQM cell, quality management system, audits, and tools like quality improvement projects. Benchmarking, annual improvement plans, and employee involvement further drove continuous improvement. TQM provided tangible benefits such as increased sales and profits, lower costs, fewer defects and accidents. Intangible benefits included improved image, customer satisfaction, and quality culture. Full ISO 9001 certification confirmed RINL's success with TQM.
The AIT Group Story
The AIT Group works with corporations in deploying Lean Six Sigma; Supply Chain, and Innovation Consulting Services to drive significant ROI Results
Operation strategyppt
The document discusses operational strategies. It explains that operations deals with day-to-day processes of manufacturing goods while strategy deals with the long-term direction of an organization. Key operational priorities include competing based on cost, quality, time, and flexibility. Developing an effective operations strategy involves determining production levels, facility locations, technology use, and supplier relationships in a way that supports the overall corporate strategy.
BPR.pptx
This document discusses Business Process Re-engineering (BPR). It defines BPR as a business management strategy that radically redesigns core business processes to dramatically improve productivity, cycle time, and quality. The document outlines the BPR process which includes defining visions and goals, identifying processes to reengineer, analyzing existing processes, generating alternative designs, evaluating and selecting redesigns, implementing changes, and continuously improving. It also discusses the benefits of BPR such as increased effectiveness and customer satisfaction and reduced costs and waste. Examples are provided of companies that have both effectively and ineffectively used BPR.
Businessimpactofperformancemanagement 120522072024-phpapp02
This document discusses the business impact of performance management. It states that performance management is the foundation for organizations to know if they are achieving strategic goals and where they can improve. An effective performance management system relates to and impacts strategic planning, organizational development, change management, project management, customer satisfaction, knowledge management, quality management, process improvement, and pay/performance. The document also discusses Indian Oil's experience implementing an online performance management system and linking performance to incentives and promotions. Overall, it emphasizes that effective performance management is crucial for identifying top talent and can have substantial positive ripple effects throughout an organization.
Similar to Mhr (20)
playbook-for-upgrading-hr-operational-efficiency.pdf
playbook-for-upgrading-hr-operational-efficiency.pdf
Lean HR - Optimising Your Team, Resources and Processes
Lean HR - Optimising Your Team, Resources and Processes
Operational excellence through lean & six sigma
Operational excellence through lean & six sigma
The Co-op Group and its Journey to Oracle Fusion HCM Cloud
The Co-op Group and its Journey to Oracle Fusion HCM Cloud
Businessimpactofperformancemanagement 120522072024-phpapp02
Businessimpactofperformancemanagement 120522072024-phpapp02
Mhr
- 1. Global Ace Corporation KIAMS|25-11-2012|Sunday
- 2. Business Strategy Expand the capacity and broaden the product line.
- 3. Company Value Chain Offering End-to-End services from design to delivery
- 4. Business Required Organizational Strategy Cut down the no. of vendors and focus on few vendors who can supply in larger volumes without compromising on quality and delivery deadlines.
- 5. Required work force 4000 work force 70% contract basis 30% regular basis. Note: More number of workforce needs to be regularized.
- 6. HR Score Card HR System HR Competencies HR Practices HR deliverables
- 7. HR competencies GAC has become the preferred vendor for many retailers abroad.
- 8. HR Practices Traditionally GAC HR has remained confined to Personnel Administration. Recently, Consumer and Labor interest groups have appointed Compliance Managers.
- 9. HR Systems ERP system which helps in integrating all departments.
- 10. HR deliverables To meet delivery deadlines. To reduce the pressure shifting downwards on workers. To reduce excess rework. To increase productivity.
- 11. Long term goals External Environment Long term goals alignment with strategy of organization. 1) Dependency on single contractor should be reduced. 2) Choose the renowned contractors who has long term HR policies.
- 12. Internal Environment Some of the good performers can be regularized. Training should be given on ERP.
- 13. THANK YOU