The document discusses ways to optimize a company's quality management system (QMS). It recommends regularly reviewing the QMS to identify gaps and areas for improvement. Companies should harmonize quality processes across business units to prevent silos and identify issues. Adopting lean principles and automating quality processes can improve efficiency. Regularly evaluating and improving the QMS through reviews, harmonization, lean techniques and automation helps enhance product safety and prevent defects.
The purpose of this survey was to collect data from companies from all industries on enabling technology currently used to support key areas of their Quality Management System. Data was collected from the LinkedIn Quality & Regulatory Network group representing over 77,000 professionals worldwide. Over 620 members from multiple industries participated in this survey.
Life Sciences benchmark survey on enabling technology used to support Quality Management Systems. The Benchmark Survey collected responses from LinkedIn's Quality & Regulatory Network.
The 2016 Quality Management System Vendor Software Benchmark Report is a survey across industries and geographies on IT/Technology systems used today for Quality Systems across the product or service value chain. The 2016 Survey had over 400+ participants world-wide. Comparisons to 2015 Benchmark are also included. A complete Vendor Listing is located in Appendix II.
The 2015 Quality Management System Vendor Benchmark Report is a survey across industries and geographies on IT/Technology systems used today for Quality Management. Survey had 700+ participants worldwide. Comparisons to 2014 Benchmark are also included. A complete Vendor Listing is located in the Appendix.
From 'Zero Defect Software' to 'First Time Right with Business'Cognizant
Quality Assurance (QA) departments now need to go beyond zero defect software delivery to encompass both IT and business requirements through end-to-end testing protocols. Representing a true step change for IT organizations, business process assurance entails a blend of analytics-driven Business Process Testing (BPT) and User Acceptance Testing (UAT).
The purpose of this survey was to collect data from companies from all industries on enabling technology currently used to support key areas of their Quality Management System. Data was collected from the LinkedIn Quality & Regulatory Network group representing over 77,000 professionals worldwide. Over 620 members from multiple industries participated in this survey.
Life Sciences benchmark survey on enabling technology used to support Quality Management Systems. The Benchmark Survey collected responses from LinkedIn's Quality & Regulatory Network.
The 2016 Quality Management System Vendor Software Benchmark Report is a survey across industries and geographies on IT/Technology systems used today for Quality Systems across the product or service value chain. The 2016 Survey had over 400+ participants world-wide. Comparisons to 2015 Benchmark are also included. A complete Vendor Listing is located in Appendix II.
The 2015 Quality Management System Vendor Benchmark Report is a survey across industries and geographies on IT/Technology systems used today for Quality Management. Survey had 700+ participants worldwide. Comparisons to 2014 Benchmark are also included. A complete Vendor Listing is located in the Appendix.
From 'Zero Defect Software' to 'First Time Right with Business'Cognizant
Quality Assurance (QA) departments now need to go beyond zero defect software delivery to encompass both IT and business requirements through end-to-end testing protocols. Representing a true step change for IT organizations, business process assurance entails a blend of analytics-driven Business Process Testing (BPT) and User Acceptance Testing (UAT).
Drive Efficiency and Insights by Turning Quality Data into an AssetBrieLucia2
Learn how quality transformation strategies enable you to generate value beyond regulatory compliance requirements. Also learn how bringing together data, content, and workflows in one platform can turn quality data into a strategic asset for your business.
Turning Quality Data into a Strategic Asset_Slides.pptxNicole Connell
Gain strategies that enable you to generate value beyond regulatory compliance requirements.
Quality experts from LNS Research and Veeva will cover topics such as:
-Increasing speed through confidence and real-time collaboration
-How a fully digital QA to QC provides visibility and data for each decision
-Considerations for planning a digital quality systems roadmap
-Real-world examples of improving quality processes through insights
Cloud Technology and Its Implication for Quality ServicesSparta Systems
Cloud computing occurs when a program is run on many computers at the same time, referring to a server connected through the internet. This presentation from Sparta Systems describes how cloud technology can be an integral part of the Enterprise Quality Management Systems (EQMS).
Top Five Secrets for a Successful Enterprise Mobile QA Automation StrategyCognizant
From tool selection through choosing the best framework, here are five ways quality assurance teams can tilt the odds of successful digital transformation in their favor.
Does a multi-tenant SaaS learning management system
(LMS) have a role in a compliance-driven, highly
regulated work environment? Organizations in
regulated industries such as life sciences, medical
device manufacturers, and pharmaceuticals struggle
with adopting SaaS learning solutions because of the
need to comply with a range of Good Practice
requirements — generally known as GxP.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in North America.
Optimizing Product Realization Costs Across the Value ChainCognizant
Across a range of industries, realization of cost optimization requires a holistic approach throughout the product lifecycle - requirements, design, manufacture and post-launch - in order to weed out cost overruns and ensure the highest quality process and products.
How to Implement and Maintain an Audit-Ready QMS Leveraging TechnologyGreenlight Guru
Despite ever-changing and increasingly complex medical device regulations, many companies have built their compliance systems on risky paper-based quality systems or legacy, general-purpose software not built for med device. You can do better.
Inefficient systems increase your risk of noncompliance and increase your development time. That translates into missed sales opportunities and patients waiting longer for your new medical technologies.
So we’ll show you a modern, purpose-built software that ensures compliance with all the latest regulations to free up your engineers’ time, reduce risk, time to market, and help you pass audits with flying colors.
• Step-by-step instructions on how to implement and maintain an audit-ready QMS leveraging Jon’s S.M.A.R.T. quality management philosophy
• How to accelerate product development efforts — from napkin idea to 510(k) clearance to market release months or years quicker
• How to manage risk to drive the safety and quality of products and processes through QMS per ISO 13485:2016 & 21 CFR Part 820
• How to change their company’s focus from simply meeting regulations to building quality into their processes as a differentiator
• How to understand and stay ahead of the FDA and EU changing quality regulations as leaders instead of followers
This session took place live at the Greenlight Guru True Quality Virtual Summit, a three-day event for medical device professionals to learn to get their devices to market faster, stay ahead of regulatory changes, and use quality as their multiplier to grow their device business.
Simplifying Postmarket Surveillance: Introducing Veeva Vault Product Surveill...Eric Burniche, MBA
To watch the full webinar:
The growing complexity of medical products and rapidly changing global regulations require a more holistic and consistent approach to postmarket surveillance (PMS).
However, disconnected and highly-customized solutions - historically serving med-tech companies - have fallen short of meeting the evolving needs of the industry.
Can your PMS system quickly adapt to regulatory changes and enable you to meet global submission timelines?
In this webinar, Carl Ning, Sr Director of Strategy at Veeva systems, discusses recent trends driving organizations to transform systems and processes for better product quality and reliability. You will also hear about Veeva Vault Product Surveillance, Veeva’s new application that simplifies and standardizes global postmarket surveillance.
Attend the webinar to learn:
- How to address common challenges in managing complaints and submissions
- How a unified approach to postmarket surveillance streamlines end-to-end quality management
- How Vault Product Surveillance standardizes and consolidates the complaint reportability process for various health authorities
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
Veeva Systems Webinar: Driving Continuous Quality ImprovementsVeeva Systems
Watch the on-demand webinar here: https://go.veeva.com/driving-continuous-quality-improvements/on-demand
Building a strong foundation to drive continuous quality improvements requires connecting people, processes, and technology. Life sciences companies transforming quality management with this holistic approach have increased quality management efficiency by up to 50% and reduced paperwork by 90%.
Watch the webinar and learn how you can create such a foundation for your organization on an intelligent, data-driven, end-to-end digital platform. You will also hear real-world use cases of applying advanced technologies like AI to enable proactive quality management across all operational areas.
You will hear:
- Opportunities and recommendations to unify and streamline quality systems and processes
- Areas where modern-era technologies like cloud and AI can increase efficiency, optimize cost, and bring products to patients faster
- Real-world examples of how leading organizations are transforming quality management to drive continuous quality improvements.
We are a ISO 9001 certified technology solutions and compliance consulting services company with global capabilities deliverable throughout the entire product quality life cycle, allowing us to offer services at a very competitive price.
Our broad service portfolio, extensive experience, effective project management, and exceptional cost effectiveness, have already proven to be a winning combination for global corporations, as well as small and medium sized companies.
Enabling Proactive Quality Management Across Quality and ManufacturingVeeva Systems
Imagine a quality system that allows you to predict and address quality issues before they occur, increase efficiency through intelligent automation, and increase visibility and collaboration across the supply chain.
Today more than 450 pharma, biotech, medtech, and contract services have turned this vision into reality by redesigning their legacy processes and modernizing their quality infrastructure. Using industry best practices and a strong technology foundation, they standardized business processes across GxPs and unified and connected quality and manufacturing systems for speed and efficiency.
In this presentation, you will learn:
- How digital transformation enables companies to pursue quality excellence
- Opportunities to unify and streamline systems and processes
- Best practices from leading companies to enable proactive quality management
Building a Business Case for Quality Management TransformationVeeva Systems
Watch the video here: bit.ly/qualitytransformation_ondemand
Transforming quality management to make it easier to comply with regulations and enable faster and more informed decisions is disruptive – impacting people, processes, and systems. With a business case demonstrating anticipated benefits and savings, teams can justify the costs for change, gain stakeholder support, and ensure alignment.
Many organizations have a fragmented system landscape and outdated or manual quality processes. Leading companies are migrating to modern, cloud systems to enable continuous improvement and accelerate transformation initiatives. They are also re-evaluating processes – adopting current best practices and optimizing investments in new technology.
By watching this on demand webinar with quality experts from PriceWaterhouseCoopers (PwC) and Veeva Systems. You will learn how to build a business case to support quality management transformations including:
• Getting a framework for developing business cases
• How to move from a cost to value structure leveraging Quality 4.0
• Recommendations on calculating TCO with key considerations
• Guidance on navigating complex organizations to gain support
Who Will Benefit:
• VP/Director of Quality and Compliance (QA or QC), Quality Systems
• VP/Director of Information Technology, Quality Management Systems, Quality Systems
• VP/Director of Manufacturing Operations/ Quality Operations/ Supply Chain
• Document/Records Managers/ Directors
• Director, Regulatory Operations/ Regulatory Affairs (CMC – Chemistry, Manufacturing, and Control)
• IT System Administrators
• Quality Training Coordinator
Meet Your Presenters:
Jan Paul (JP) Zonnenberg
Partner, Pharmaceutical and Life Sciences Companies, PwC
As a Partner and co-Lead for PwC’s Quality Management Systems Practice, JP’s concentration is in global operations and specifically in quality systems and QMS information technology within the Life Sciences Business Group. With over 28 years’ experience in pharmaceuticals, biotechnology, and medical devices & diagnostics, JP helps leading companies proactively think about developing next generation quality systems to ensure both effective and efficient organizations.
Mike Jovanis
VP Vault Quality, Veeva Systems
As Vice President of the Vault Quality product suite, Mike is responsible for product strategy, customer engagement, and business development. Previously, he served as vice president of product management and strategy for Sparta Systems, where he was instrumental in the company's rapid growth, driving product development, vertical market strategy, and strategic partner alliances. Educated at Rutgers, he holds a bachelor’s degree in marketing and an MBA in strategy and global business.
To watch the full webinar, register here: https://go.veeva.com/modernquality_webinar2020
Watch this short video to learn more about our upcoming webinar “Modernizing Quality Management”: http://bit.ly/2U8cIAp
Addressing drug shortages and the development of new complex therapies — two top challenges facing manufacturing organizations — require the transformation of quality management using modern systems.
In this webinar, Veeva’s Mike Jovanis, VP of Vault Quality, and Ashley Wentworth, director of quality strategy, will discuss how modern quality systems automate business processes, connect global partners and suppliers, and enable manufacturing agility.
Register for this webinar to learn how:
• Industry trends are driving quality management transformation
• Digitizing manufacturing operations can drive quality improvements
• Companies are benefitting from modern quality systems based on real-world examples
Learning Level:
Intermediate: Content is designed based upon the assumption that individuals have basic knowledge of the topic(s) and/or demonstrated competence related to the topic(s). Higher-level concepts are introduced during lectures; exercises requiring synthesis and/or application of concepts are incorporated into the activity.
Who Should Attend:
• Employees of pharma manufacturing, generics, and CMO organizations
• Quality professionals involved with quality systems, quality operations, or GxP Compliance
Speakers:
Michael Jovanis, VP Vault Quality, Veeva Systems
Ashley Wentworth, Director Vault Quality, Veeva Systems
Drive Efficiency and Insights by Turning Quality Data into an AssetBrieLucia2
Learn how quality transformation strategies enable you to generate value beyond regulatory compliance requirements. Also learn how bringing together data, content, and workflows in one platform can turn quality data into a strategic asset for your business.
Turning Quality Data into a Strategic Asset_Slides.pptxNicole Connell
Gain strategies that enable you to generate value beyond regulatory compliance requirements.
Quality experts from LNS Research and Veeva will cover topics such as:
-Increasing speed through confidence and real-time collaboration
-How a fully digital QA to QC provides visibility and data for each decision
-Considerations for planning a digital quality systems roadmap
-Real-world examples of improving quality processes through insights
Cloud Technology and Its Implication for Quality ServicesSparta Systems
Cloud computing occurs when a program is run on many computers at the same time, referring to a server connected through the internet. This presentation from Sparta Systems describes how cloud technology can be an integral part of the Enterprise Quality Management Systems (EQMS).
Top Five Secrets for a Successful Enterprise Mobile QA Automation StrategyCognizant
From tool selection through choosing the best framework, here are five ways quality assurance teams can tilt the odds of successful digital transformation in their favor.
Does a multi-tenant SaaS learning management system
(LMS) have a role in a compliance-driven, highly
regulated work environment? Organizations in
regulated industries such as life sciences, medical
device manufacturers, and pharmaceuticals struggle
with adopting SaaS learning solutions because of the
need to comply with a range of Good Practice
requirements — generally known as GxP.
SolarWinds IT Trends Report 2015: Business at the Speed of IT (North America)SolarWinds
A look at the current state of significant new technology adoption, barriers to adoption and needs of IT pros tasked with delivering business impact in North America.
Optimizing Product Realization Costs Across the Value ChainCognizant
Across a range of industries, realization of cost optimization requires a holistic approach throughout the product lifecycle - requirements, design, manufacture and post-launch - in order to weed out cost overruns and ensure the highest quality process and products.
How to Implement and Maintain an Audit-Ready QMS Leveraging TechnologyGreenlight Guru
Despite ever-changing and increasingly complex medical device regulations, many companies have built their compliance systems on risky paper-based quality systems or legacy, general-purpose software not built for med device. You can do better.
Inefficient systems increase your risk of noncompliance and increase your development time. That translates into missed sales opportunities and patients waiting longer for your new medical technologies.
So we’ll show you a modern, purpose-built software that ensures compliance with all the latest regulations to free up your engineers’ time, reduce risk, time to market, and help you pass audits with flying colors.
• Step-by-step instructions on how to implement and maintain an audit-ready QMS leveraging Jon’s S.M.A.R.T. quality management philosophy
• How to accelerate product development efforts — from napkin idea to 510(k) clearance to market release months or years quicker
• How to manage risk to drive the safety and quality of products and processes through QMS per ISO 13485:2016 & 21 CFR Part 820
• How to change their company’s focus from simply meeting regulations to building quality into their processes as a differentiator
• How to understand and stay ahead of the FDA and EU changing quality regulations as leaders instead of followers
This session took place live at the Greenlight Guru True Quality Virtual Summit, a three-day event for medical device professionals to learn to get their devices to market faster, stay ahead of regulatory changes, and use quality as their multiplier to grow their device business.
Simplifying Postmarket Surveillance: Introducing Veeva Vault Product Surveill...Eric Burniche, MBA
To watch the full webinar:
The growing complexity of medical products and rapidly changing global regulations require a more holistic and consistent approach to postmarket surveillance (PMS).
However, disconnected and highly-customized solutions - historically serving med-tech companies - have fallen short of meeting the evolving needs of the industry.
Can your PMS system quickly adapt to regulatory changes and enable you to meet global submission timelines?
In this webinar, Carl Ning, Sr Director of Strategy at Veeva systems, discusses recent trends driving organizations to transform systems and processes for better product quality and reliability. You will also hear about Veeva Vault Product Surveillance, Veeva’s new application that simplifies and standardizes global postmarket surveillance.
Attend the webinar to learn:
- How to address common challenges in managing complaints and submissions
- How a unified approach to postmarket surveillance streamlines end-to-end quality management
- How Vault Product Surveillance standardizes and consolidates the complaint reportability process for various health authorities
Today it is crucial for organizations to pay even greater attention on quality management as the
importance of this function in achieving ultimate business objectives is increasingly becoming
clearer. Importance of the Quality Management (QM) Function in achieving basic need by
ensuring compliance with Capability Maturity Model Integrated (CMMI) / International
Organization for Standardization (ISO) is a basic demand from business nowadays. However,
QM Function and its processes need to be made much more mature to prevent delivery outages
and to achieve business excellence through their review and auditing capability. Many
organizations now face challenges in determining the maturity of the QM group along with the
service offered by them and the right way to elevate the maturity of the same. The objective of
this whitepaper is to propose a new model –the Audit Maturity Model (AMM) which will
provide organizations with a measure of their maturity in quality management in the perspective
of auditing, along with recommendations for preventing delivery outage, and identifying risk to
achieve business excellence. This will enable organizations to assess QM maturity higher than
basic hygiene and will also help them to identify gaps and to take corrective actions for
achieving higher maturity levels. Hence the objective is to envisage a new auditing model as a
part of organisation quality management function which can be a guide for them to achieve
higher level of maturity and ultimately help to achieve delivery and business excellence.
Veeva Systems Webinar: Driving Continuous Quality ImprovementsVeeva Systems
Watch the on-demand webinar here: https://go.veeva.com/driving-continuous-quality-improvements/on-demand
Building a strong foundation to drive continuous quality improvements requires connecting people, processes, and technology. Life sciences companies transforming quality management with this holistic approach have increased quality management efficiency by up to 50% and reduced paperwork by 90%.
Watch the webinar and learn how you can create such a foundation for your organization on an intelligent, data-driven, end-to-end digital platform. You will also hear real-world use cases of applying advanced technologies like AI to enable proactive quality management across all operational areas.
You will hear:
- Opportunities and recommendations to unify and streamline quality systems and processes
- Areas where modern-era technologies like cloud and AI can increase efficiency, optimize cost, and bring products to patients faster
- Real-world examples of how leading organizations are transforming quality management to drive continuous quality improvements.
We are a ISO 9001 certified technology solutions and compliance consulting services company with global capabilities deliverable throughout the entire product quality life cycle, allowing us to offer services at a very competitive price.
Our broad service portfolio, extensive experience, effective project management, and exceptional cost effectiveness, have already proven to be a winning combination for global corporations, as well as small and medium sized companies.
Enabling Proactive Quality Management Across Quality and ManufacturingVeeva Systems
Imagine a quality system that allows you to predict and address quality issues before they occur, increase efficiency through intelligent automation, and increase visibility and collaboration across the supply chain.
Today more than 450 pharma, biotech, medtech, and contract services have turned this vision into reality by redesigning their legacy processes and modernizing their quality infrastructure. Using industry best practices and a strong technology foundation, they standardized business processes across GxPs and unified and connected quality and manufacturing systems for speed and efficiency.
In this presentation, you will learn:
- How digital transformation enables companies to pursue quality excellence
- Opportunities to unify and streamline systems and processes
- Best practices from leading companies to enable proactive quality management
Building a Business Case for Quality Management TransformationVeeva Systems
Watch the video here: bit.ly/qualitytransformation_ondemand
Transforming quality management to make it easier to comply with regulations and enable faster and more informed decisions is disruptive – impacting people, processes, and systems. With a business case demonstrating anticipated benefits and savings, teams can justify the costs for change, gain stakeholder support, and ensure alignment.
Many organizations have a fragmented system landscape and outdated or manual quality processes. Leading companies are migrating to modern, cloud systems to enable continuous improvement and accelerate transformation initiatives. They are also re-evaluating processes – adopting current best practices and optimizing investments in new technology.
By watching this on demand webinar with quality experts from PriceWaterhouseCoopers (PwC) and Veeva Systems. You will learn how to build a business case to support quality management transformations including:
• Getting a framework for developing business cases
• How to move from a cost to value structure leveraging Quality 4.0
• Recommendations on calculating TCO with key considerations
• Guidance on navigating complex organizations to gain support
Who Will Benefit:
• VP/Director of Quality and Compliance (QA or QC), Quality Systems
• VP/Director of Information Technology, Quality Management Systems, Quality Systems
• VP/Director of Manufacturing Operations/ Quality Operations/ Supply Chain
• Document/Records Managers/ Directors
• Director, Regulatory Operations/ Regulatory Affairs (CMC – Chemistry, Manufacturing, and Control)
• IT System Administrators
• Quality Training Coordinator
Meet Your Presenters:
Jan Paul (JP) Zonnenberg
Partner, Pharmaceutical and Life Sciences Companies, PwC
As a Partner and co-Lead for PwC’s Quality Management Systems Practice, JP’s concentration is in global operations and specifically in quality systems and QMS information technology within the Life Sciences Business Group. With over 28 years’ experience in pharmaceuticals, biotechnology, and medical devices & diagnostics, JP helps leading companies proactively think about developing next generation quality systems to ensure both effective and efficient organizations.
Mike Jovanis
VP Vault Quality, Veeva Systems
As Vice President of the Vault Quality product suite, Mike is responsible for product strategy, customer engagement, and business development. Previously, he served as vice president of product management and strategy for Sparta Systems, where he was instrumental in the company's rapid growth, driving product development, vertical market strategy, and strategic partner alliances. Educated at Rutgers, he holds a bachelor’s degree in marketing and an MBA in strategy and global business.
To watch the full webinar, register here: https://go.veeva.com/modernquality_webinar2020
Watch this short video to learn more about our upcoming webinar “Modernizing Quality Management”: http://bit.ly/2U8cIAp
Addressing drug shortages and the development of new complex therapies — two top challenges facing manufacturing organizations — require the transformation of quality management using modern systems.
In this webinar, Veeva’s Mike Jovanis, VP of Vault Quality, and Ashley Wentworth, director of quality strategy, will discuss how modern quality systems automate business processes, connect global partners and suppliers, and enable manufacturing agility.
Register for this webinar to learn how:
• Industry trends are driving quality management transformation
• Digitizing manufacturing operations can drive quality improvements
• Companies are benefitting from modern quality systems based on real-world examples
Learning Level:
Intermediate: Content is designed based upon the assumption that individuals have basic knowledge of the topic(s) and/or demonstrated competence related to the topic(s). Higher-level concepts are introduced during lectures; exercises requiring synthesis and/or application of concepts are incorporated into the activity.
Who Should Attend:
• Employees of pharma manufacturing, generics, and CMO organizations
• Quality professionals involved with quality systems, quality operations, or GxP Compliance
Speakers:
Michael Jovanis, VP Vault Quality, Veeva Systems
Ashley Wentworth, Director Vault Quality, Veeva Systems
ISO 9001: 2008 Quality Management System (QMS) is a Process Standard & not Product Standard
ISO QMS International Standard ensure that products and services are safe, reliable and of good quality. For business, they are strategic tools that reduce costs by minimizing waste and errors and increasing productivity. They help companies to access new markets, level the playing field for developing countries and facilitate free and fair global trade
This PPT is for creating basic awareness on Standard for Implementation, understanding the importance & Benefits of Standard to improve Business & journey towards Excellence
organizations should have to maintain their businesses in a marketing oriented way. It doesn’t matter whether the organization is large scale or small but almost all the organizations have to achieve their best not because they have to but to survive in the market. In order to survive in the market they have to provide quality for customers which is better than the competing organizations. So therefore every organization need to have a quality oriented businesses for their survival.
During the module “Quality Management” we have been asked to fulfill a report and a presentation as the semester assignment.
We have chosen “Coca-Cola” which is the leader in beverage industry for our assignment. As the leading beverage brand in Sri Lanka they have good quality strategies within their organization. So it’s one of the best chances we’ve got to study the quality oriented strategies of this company as they have reached their best level.
A successful QMS consists of written and controlled procedures. These procedures are the basis for auditable events performed by either external or internal audit teams.
The DevOps promise: IT delivery that’s hot-off-the-catwalk and made-to-lastPeter Shirley-Quirk
DevOps promises rapid delivery AND stable operations by integrating business, development, test, deployment and operations into a cohesive workflow with a rapid feedback cycle. So how is that possible?
In their efforts to decrease costs, improve customer loyalty and extend brand reputation, organizations need a holistic, long-term view of enterprise quality management systems.
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
Process improvement for General Counsel and Law FirmsGeorge Dunn
Process improvement for General Counsel and Law Firms by George Dunn, President CRE8 Independent Consultants. A Follow Up To the 26th Annual General Counsel Conference. A white paper discussion of how law firms should approach process improvement using: Continuous process improvement; Business Process Management; Re-engineering; Lean and Six Sigma process improvement methods.
Title: Sense of Smell
Presenter: Dr. Faiza, Assistant Professor of Physiology
Qualifications:
MBBS (Best Graduate, AIMC Lahore)
FCPS Physiology
ICMT, CHPE, DHPE (STMU)
MPH (GC University, Faisalabad)
MBA (Virtual University of Pakistan)
Learning Objectives:
Describe the primary categories of smells and the concept of odor blindness.
Explain the structure and location of the olfactory membrane and mucosa, including the types and roles of cells involved in olfaction.
Describe the pathway and mechanisms of olfactory signal transmission from the olfactory receptors to the brain.
Illustrate the biochemical cascade triggered by odorant binding to olfactory receptors, including the role of G-proteins and second messengers in generating an action potential.
Identify different types of olfactory disorders such as anosmia, hyposmia, hyperosmia, and dysosmia, including their potential causes.
Key Topics:
Olfactory Genes:
3% of the human genome accounts for olfactory genes.
400 genes for odorant receptors.
Olfactory Membrane:
Located in the superior part of the nasal cavity.
Medially: Folds downward along the superior septum.
Laterally: Folds over the superior turbinate and upper surface of the middle turbinate.
Total surface area: 5-10 square centimeters.
Olfactory Mucosa:
Olfactory Cells: Bipolar nerve cells derived from the CNS (100 million), with 4-25 olfactory cilia per cell.
Sustentacular Cells: Produce mucus and maintain ionic and molecular environment.
Basal Cells: Replace worn-out olfactory cells with an average lifespan of 1-2 months.
Bowman’s Gland: Secretes mucus.
Stimulation of Olfactory Cells:
Odorant dissolves in mucus and attaches to receptors on olfactory cilia.
Involves a cascade effect through G-proteins and second messengers, leading to depolarization and action potential generation in the olfactory nerve.
Quality of a Good Odorant:
Small (3-20 Carbon atoms), volatile, water-soluble, and lipid-soluble.
Facilitated by odorant-binding proteins in mucus.
Membrane Potential and Action Potential:
Resting membrane potential: -55mV.
Action potential frequency in the olfactory nerve increases with odorant strength.
Adaptation Towards the Sense of Smell:
Rapid adaptation within the first second, with further slow adaptation.
Psychological adaptation greater than receptor adaptation, involving feedback inhibition from the central nervous system.
Primary Sensations of Smell:
Camphoraceous, Musky, Floral, Pepperminty, Ethereal, Pungent, Putrid.
Odor Detection Threshold:
Examples: Hydrogen sulfide (0.0005 ppm), Methyl-mercaptan (0.002 ppm).
Some toxic substances are odorless at lethal concentrations.
Characteristics of Smell:
Odor blindness for single substances due to lack of appropriate receptor protein.
Behavioral and emotional influences of smell.
Transmission of Olfactory Signals:
From olfactory cells to glomeruli in the olfactory bulb, involving lateral inhibition.
Primitive, less old, and new olfactory systems with different path
MANAGEMENT OF ATRIOVENTRICULAR CONDUCTION BLOCK.pdfJim Jacob Roy
Cardiac conduction defects can occur due to various causes.
Atrioventricular conduction blocks ( AV blocks ) are classified into 3 types.
This document describes the acute management of AV block.
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TEST BANK for Operations Management, 14th Edition by William J. Stevenson, Verified Chapters 1 - 19, Complete Newest Version.pdf
ARTIFICIAL INTELLIGENCE IN HEALTHCARE.pdfAnujkumaranit
Artificial intelligence (AI) refers to the simulation of human intelligence processes by machines, especially computer systems. It encompasses tasks such as learning, reasoning, problem-solving, perception, and language understanding. AI technologies are revolutionizing various fields, from healthcare to finance, by enabling machines to perform tasks that typically require human intelligence.
- Video recording of this lecture in English language: https://youtu.be/lK81BzxMqdo
- Video recording of this lecture in Arabic language: https://youtu.be/Ve4P0COk9OI
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These lecture slides, by Dr Sidra Arshad, offer a quick overview of physiological basis of a normal electrocardiogram.
Learning objectives:
1. Define an electrocardiogram (ECG) and electrocardiography
2. Describe how dipoles generated by the heart produce the waveforms of the ECG
3. Describe the components of a normal electrocardiogram of a typical bipolar leads (limb II)
4. Differentiate between intervals and segments
5. Enlist some common indications for obtaining an ECG
Study Resources:
1. Chapter 11, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 9, Human Physiology - From Cells to Systems, Lauralee Sherwood, 9th edition
3. Chapter 29, Ganong’s Review of Medical Physiology, 26th edition
4. Electrocardiogram, StatPearls - https://www.ncbi.nlm.nih.gov/books/NBK549803/
5. ECG in Medical Practice by ABM Abdullah, 4th edition
6. ECG Basics, http://www.nataliescasebook.com/tag/e-c-g-basics
Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
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Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
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Optimize Your Quality Management System
1. Optimize Your Quality Management System
November 30, 2009
Nikki Willett
Most people say “if it’s not broken, don’t x it!” This relaxed approach is similar to how companies
look at their quality management system (QMS) today. If defects and impacts are low, and
regulatory actions are practically non-existent, and you seem to be compliant, why take the time to
optimize your QMS? It’s time-consuming. It takes resources. You have other priorities.
But, quality management is not about compliance, rather, it is all about product safety and
continuous improvement, and each time we optimize, we improve our preventive measures for
avoiding the occurrence of costly defects.
“But hey, I have continuous improvement programs, Six Sigma projects and other lean initiatives,”
you say. Although it may be true, continuous improvement programs taking aim at overly long cycle
times, variability and waste may be doing so in a silo mentality, preventing manufacturing
functions in many companies from seeing the big picture.
2. Companies that are implementing lean manufacturing programs to improve performance and
reduce costs may be incapable without predictable processes built through effective quality
management, thereby preventing many lean goals from being met. Untapped potential of quality
process automation, which may only account for only 5% to 8% of total plant costs, can still have an
enormous impact on ef ciency and quality.
Build a beacon
So what needs to be done? Build a quality beacon. Like the captain of a lighthouse, we need to climb
those stairs every night and make sure the light shines on, wide and bright, guiding us through
potential hazardous terrain and steering us in the right direction. Shining a light regularly on a
quality system can actually prevent mishaps and raise the visibility of critical trends-both bad and
good.
Starting with four sides, or elements, of the QMS beacon can help achieve on-going optimization-
system reviews, harmonization, lean principles and automation.
QMS Reviews and Gap Assessments
First, a clear picture needs to be drawn of how the business creates products across the product
value chain. Identify, de ne the value/measure and risk or critical control points in each QMS
subsystem along the business process. Assess the current practices to identify speci c gaps between
the existing operation and the quality processes by interviewing key personnel, reviewing
procedures and observing processes taking place. A comparison is made to ideal and similar
operations elsewhere, or by the identi ed risk in order to set priorities.
Start by comparing the quality plan against all of the standard operating procedures (SOPs) and
procedures around the quality subsystem, and create a simple checklist.
De ne. What problem needs to be solved?
Measure. What is the capability of the process?
3. Analyze. When and where do defects occur?
Improve. How can process capability be improved? What are the nal factors?
Control. What control can be put in place to sustain the gain?
Be careful that the SOPs and procedures are not overburdening the processes. Many times we think
that continual improvement of the effectiveness of the QMS means adding more words and
documents to make sure every little item of the process is covered. Most times, non-value added
and redundant information is added that will not be read or used.
Too much detail also means constant monitoring for changes. Too many changes or inef ciently
changing management processes can have a major impact on the operational ef ciency of the
quality management system and lead to costly issues down the line.
By doing an effective review, OEE studies and implementing the resulting identi ed improvements,
companies can avoid the costs of unnecessary setup times, materials and tasks. Variability
reduction within each key quality management subsystem will help improve ow and quality by
making the effectiveness of the operation more visible and less subject to error.
Harmonization
Silo processes and systems for quality management can lead to silo data and the inability to see
issues and trends across an organization that may stem from a single problem, such as a supplier
component used across multiple business units. However, many companies wrestle with this
challenge simply because of the culture change to bring business process users under one umbrella.
“We’ve always done it this way, why do we need to change?” is an often-raised question by each
different user community.
Harmonization does not necessarily mean identical, but alignment and compatibility of business
processes and data. Due to varying product lines, machinery and client requirements, an
organization will not be able to achieve absolutely identical processes. Companies have to take into
account global needs and the strategy of the company, as well as local requirements and resources,
4. along with the environment, culture and terminology:
Products-speci c needs for product or product families that may require some variances
Production lines-speci c needs for product manufacturing that may require some variances
Equipment-speci c needs for facilities and product lines
Location-plant sites, outsourcing and partners
Regulations-global and local governance and regulatory agencies that impact process
Suppliers-global and local sourcing impacting process
Employees and contractors-headquartered and local resources to participate, manage, use or be
impacted by new process
Language and culture-global data-entry language for reporting, date/time formats for each
locale, and terminology use across the organization
A harmonization approach can provide companies the mechanism to create a global
standardization and enforcement of its QMS while maintaining variants for local considerations.
Harmonization avoids a one-size- ts-all approach. It makes the trade-off between too many and
too few process standards and avoids inconsistencies between standards.
Getting ready for a quality management system harmonization has to start from senior
management buy-in and governance. Process standardization and harmonization need to be
explicitly stated as objectives with clear decision rules for the standardization and harmonization.
Criteria should be identi ed for selecting the best standard, based on process performance and cost,
and when process variants should not be standardized, determining exactly how common business
process can be. Efforts need to be well organized, with well-de ned plans and roles and
responsibilities for the team leading the project.
Buy-in from the top is essential, as corporate governance and executive leadership make or break
opportunities to execute dramatic cultural change.
5. Achieving consensus of harmonization requirements means involving the right individuals in the
planning stages to get the right input. Creating teams for oversight, implementation, execution and
trial/testing should be a combination of local process owners, management, end-user
representatives and IT. Teams are often the best approach for a global QMS harmonization project
but somebody needs to make the nal decision. Assign the lead decision-maker if consensus is not
achieved.
Set up a communication plan for knowledge and new idea sharing. People will be more willing to
participate if they know they are being heard.
Start small. Select one or two key quality processes to map and harmonize rst. Develop models
that offer space for local adaption. Explaining the bene t of adoption and the reason for change will
help end-users recognize how new quality process/requirements may be required to support and
align to the future state of the business process. Users of successful pilot sites will help the rest of
the end-user community adoption.
Get sign-offs. Make sure everybody understands the key requirements and aligns with nal business
processes. Without consensus on the process and key requirements, more than likely a second
major project will be needed to correct de ciencies in the rst release.
Be careful of redesigning the quality processes for harmonization with the wrong people.
Complexity of day-to-day activities must be considered when looking at harmonizing and
modifying the quality processes.
Involve experienced line-level personnel that support a speci c function. Rather than involving
senior managers, who may be far removed from current operating conditions, have them serve as a
sounding board to line personnel that are empowered to affect change.
Don’t make the mistake of mixing process change and organizational changes. Organizations are
more successful when they allow redesigned processes to be the primary driver of organizational
change. The organizational change can then be conducted to support and align with process
change.
Finally, prepare the employees for changes by investing in employee training and developing a
train-the-trainer program. This expands knowledge, reduces resistance, and produces skill and
capacity for long-term improvements. Identify measurable goals and establish key performance
6. indicators (KPIs) focusing on eliminating waste and showing the impact within and beyond the
boundaries of the enterprise. Dig into the root problems-both people and process-and look to re-
engineer the business before turning to technology to enhance the value, and you’ll end up with
successful implementations and better overall results.
Remember, a global QMS harmonization implementation is never easy. It stretches a company and
its employees professionally, personally, and at all levels.
Adopting Lean Principles
The adoption of lean principles is beginning to transform an increasing number of companies, by
fostering continuous process and technological innovation, the building of new organizational
relationships, the creation of new cooperative arrangements, and the establishment of new roles
and responsibilities. Lean quality needs to be deeply embedded for lean manufacturing to live up to
its promises of lower cost, more ef cient processes, higher pro ts and increased customer
satisfaction. A lean quality system is a system that is intolerant to waste in all its forms by creating
a culture that expects daily improvement.
Key lean principles are: perfect rst-time quality; waste minimization by removing all activities that
do not add value; continuous improvement; exibility; and long-term relationships.
Seek and destroy the fat. Exercise ef ciencies. And empower oneself with new lean fundamentals.
For lean to work, it is important not to view quality as an isolated system. Instead, the quality
system must be an integral part of the overall lean process. Quality itself can be made lean but also
drives lean improvement. By identifying and eliminating non-value-added steps, thereby
eliminating waste throughout the production cycle, companies can convert their quality system
from cost-absorbing to value-added.
Sure, lean can mean less of many things-less tasks, less cycle time, fewer organizational layers and
fewer resources. But lean can also mean more-more employee empowerment, more exibility and
capability, more productivity, more customer satisfaction and more long-term competitive success.
Lean principles for quality incorporated in the workplace today can spell business survival for the
future. Lean cannot be achieved overnight. The path to a lean quality system is incremental,
evolutionary and continuous. It requires bottom-up dedication and top-down support, but offers
7. signi cant return on investment.
Automation for Optimization
So how can automation help companies achieve a more proactive and optimized vision of a quality
system? There are several ways, including enabling companies to identify and measure the metrics
that are most critical to the quality system, allowing them to merge and analyze data across
different departments, making it easier for users to feed back quality data into design and
manufacturing more quickly.
An automated quality system helps minimize reliance on memory and on the expert. With the
shifting tides in the economy, and downsizing or re-allocating resources, an automated QMS is no
longer people-dependent. Data is real-time and is easily reproducible with reports that look alike.
Reports can be generated when needed, helping to share the knowledge faster without relying on
IT. Trends can easily be evaluated. With such information, accountability across multiple locations
is easily attained.
Cycle time can be reduced. Automated work ow, called rules engine, eliminates lengthy manual
steps. The system can easily handle multi-tasks/parallel tasks while eliminating risky copies. It
helps companies create the easy standardization and enforcement handed down from business
policies-no perception or interpretation. It also helps cross dif cult departmental boundaries-no
guessing games on who owns what-or when or who is today’s backup.
Through automation, the quality system can become a vehicle for easier collaboration, eliminating
constant and lengthy meetings. The system noti es end users quickly when they are next in the
step or when things are due. Escalations no longer become nagging phone calls as the system can
immediately escalate to the manager for overdue tasks vs. the manager constantly asking questions
about the company’s current state.
However, adapting a QMS technology to existing processes can only lead to broken process
happening sooner. Most work processes are created over time to support the existing paper-centric
environment. Attempting to modify software, whether packaged or custom-built, to support
existing work processes will lock in all the inef ciencies in the current environment.
Don’t rely solely on IT to conduct testing. IT needs to partner closely with operations stakeholders
8. to conduct the testing which can also serve as a train-the-trainer opportunity. Make sure the
appropriate amount of time is provided for not only the software training, but the new process
training as well. Don’t burden personnel with having to teach themselves. Self-instruction on new
processes rarely produces adequate results.
By optimizing your quality management system (QMS), companies can achieve tangible ROIs such
as:
ef cient use of resources
rapid cycles
higher quality at lower cost
greater exibility
sustainable processes
Finally, understand what controls can be put in place to sustain the gain. Optimization, lean,
continuous improvement programs are not just one-time projects, but a continuous cycle for
improving your quality management system.
Remember, even a small change in ef ciency could save money. Q
Tech Tips
A clear picture needs to be drawn of how the business creates products across the product value
chain.
Harmonization does not necessarily mean identical but alignment and compatibility of business
processes and data.