Qcl 15-v4 [challenge-no 5]_[rizvi managent institutes]_[huzaifa khanjiwala]
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Quality policy pugazh
The document discusses quality policy and total quality management. It notes that quality refers to a standard of excellence measured against similar kinds. The key points are that quality policy aims to apply total quality management to organizational culture, satisfy customers through involvement in meeting their expectations, and deliver on time with reliable support. This leads to benefits like increased market share, customer satisfaction, and performance through cost savings, innovation, and reducing energy usage. The overall goals are commitment to quality improvement, enhancing customer trust, and continuously adapting to meet evolving customer needs and lifestyles.
Quality Objective, Policy and Core values of Ascend Telecom
Ascend Telecom outlines its core values and behavior patterns which include putting customers first, striving for excellence through continuous improvement and innovation, taking ownership and responsibility, encouraging teamwork and collaboration, and valuing human capital by recruiting and developing top talent. The company aims to exceed customer expectations, contribute cost-effective solutions, achieve high quality standards, and create a high-performance culture where all can succeed.
How to improve PERFORMANCE in the work environment.
This document discusses methods for improving employee performance. It recommends first setting performance measurements to establish a baseline. Then conducting an employee survey to identify productivity roadblocks. Based on the survey, appropriate techniques should be chosen to boost performance, whether improving the work environment or empowering employees. Finally, performance should be monitored and re-measured to evaluate the effectiveness of changes made and make further adjustments. The goal is to continually enhance productivity through an ongoing cycle of assessment, intervention, and review.
Tqm
Total quality management (TQM) involves integrating tools, techniques, and training across an organization to continuously improve processes and meet customer expectations. It focuses on building a culture of quality by doing things right the first time, being customer-oriented, and embracing continuous improvement. Key aspects of TQM include empowering employees, benchmarking against competitors, forming quality circles for problem-solving, outsourcing non-core functions, and reducing cycle times. The goal is to deliver high quality products and services that meet both internal and external customer needs.
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Bsi iso-9001-implementation-guide
This document provides an overview and implementation guide for ISO 9001, which establishes standards for quality management systems. It discusses the benefits that companies gain from adopting ISO 9001 principles, including more efficient operations, better cost control, and faster implementation of new practices. The guide then covers key aspects of implementing ISO 9001, such as understanding the standard, gaining management commitment, defining processes, measuring customer satisfaction, conducting internal audits, and continually improving the system. It emphasizes that the system should work for each individual organization.
Quality Policy Statement
The company is committed to providing high quality management services by continuously improving customer service, human resources, and operations. They aim to understand customer needs and improve satisfaction, which is their primary objective. Human resource management focuses on training, supervision, communication skills, and employee satisfaction. Top management will provide resources and training to improve the quality management system and meet objectives set during management reviews. The quality management system complies with ISO 9001:2000 requirements to ensure regulatory compliance and prosperity while setting an example for others.
Continous process improvement
The document discusses various quality improvement approaches and methodologies including those developed by Joseph Juran, Kaizen, reengineering, Six Sigma, and DMAIC/DMADV. It provides an overview of the key components and steps in Juran's approach of planning, control, and improvement. Additionally, it describes concepts such as Kaizen, reengineering, Six Sigma methodology and the DMAIC/DMADV processes.
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Quality policy pugazh
The document discusses quality policy and total quality management. It notes that quality refers to a standard of excellence measured against similar kinds. The key points are that quality policy aims to apply total quality management to organizational culture, satisfy customers through involvement in meeting their expectations, and deliver on time with reliable support. This leads to benefits like increased market share, customer satisfaction, and performance through cost savings, innovation, and reducing energy usage. The overall goals are commitment to quality improvement, enhancing customer trust, and continuously adapting to meet evolving customer needs and lifestyles.
Quality Objective, Policy and Core values of Ascend Telecom
Ascend Telecom outlines its core values and behavior patterns which include putting customers first, striving for excellence through continuous improvement and innovation, taking ownership and responsibility, encouraging teamwork and collaboration, and valuing human capital by recruiting and developing top talent. The company aims to exceed customer expectations, contribute cost-effective solutions, achieve high quality standards, and create a high-performance culture where all can succeed.
How to improve PERFORMANCE in the work environment.
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Tqm
Total quality management (TQM) involves integrating tools, techniques, and training across an organization to continuously improve processes and meet customer expectations. It focuses on building a culture of quality by doing things right the first time, being customer-oriented, and embracing continuous improvement. Key aspects of TQM include empowering employees, benchmarking against competitors, forming quality circles for problem-solving, outsourcing non-core functions, and reducing cycle times. The goal is to deliver high quality products and services that meet both internal and external customer needs.
Quality gurus
The document outlines Deming's 14 Points for Total Quality Management. The 14 points provide guidance for companies to implement quality improvement programs. The points focus on topics like management commitment to quality, forming quality improvement teams, establishing quality measurements, providing training to supervisors, setting individual and group improvement goals, and creating an ongoing process of quality improvements. The overall message is that companies should follow Deming's 14 points to develop a culture focused on continuous quality improvement.
Bsi iso-9001-implementation-guide
This document provides an overview and implementation guide for ISO 9001, which establishes standards for quality management systems. It discusses the benefits that companies gain from adopting ISO 9001 principles, including more efficient operations, better cost control, and faster implementation of new practices. The guide then covers key aspects of implementing ISO 9001, such as understanding the standard, gaining management commitment, defining processes, measuring customer satisfaction, conducting internal audits, and continually improving the system. It emphasizes that the system should work for each individual organization.
Quality Policy Statement
The company is committed to providing high quality management services by continuously improving customer service, human resources, and operations. They aim to understand customer needs and improve satisfaction, which is their primary objective. Human resource management focuses on training, supervision, communication skills, and employee satisfaction. Top management will provide resources and training to improve the quality management system and meet objectives set during management reviews. The quality management system complies with ISO 9001:2000 requirements to ensure regulatory compliance and prosperity while setting an example for others.
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The document discusses various quality improvement approaches and methodologies including those developed by Joseph Juran, Kaizen, reengineering, Six Sigma, and DMAIC/DMADV. It provides an overview of the key components and steps in Juran's approach of planning, control, and improvement. Additionally, it describes concepts such as Kaizen, reengineering, Six Sigma methodology and the DMAIC/DMADV processes.
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The document discusses Philip Crosby's 14 steps for total quality management. Crosby believed that quality should be defined as conforming to requirements and that prevention is better than inspection. His 14 steps include committing management, measuring current quality, determining the cost of quality issues, training supervisors, setting goals, and recognizing employee participation. The steps are an iterative process meant to continuously improve quality.
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Edward Deming taught top management methods to improve quality, testing, and sales, including statistical methods. His 14 points for management included creating constancy of purpose for improving products and services, adopting a new philosophy of continuous improvement, ceasing dependence on mass inspection, ending awarding of business solely on price, breaking down barriers between departments, and creating a top management structure to focus on the other 13 points daily.
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GIVE ETAILS OF ALL THE MAJOR TQM GURUS LIKE EMING, JURAN , ISHIQAWA, CROSBY AND THEIR CONTRIBUTIONS LIKE QUALITY CIRCLE , 14 DIMENSIONS OF QUALITY , QUALITY IS FREE, QUALITY TRIOLOGY
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This document discusses techniques for continuous improvement in business operations. It introduces concepts like kaizen, benchmarking, eliminating waste, and 5S. Key tools covered include process mapping to visualize workflows and identify inefficiencies, using visual indicators for clear communication, and standardizing work to reduce variability. The objectives are to help participants understand these methods and apply them to improve processes in their own organizations.
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The document discusses Philip Crosby's 14 steps for total quality management. Crosby believed that quality should be defined as conforming to requirements and that prevention is better than inspection. His 14 steps include committing management, measuring current quality, determining the cost of quality issues, training supervisors, setting goals, and recognizing employee participation. The steps are an iterative process meant to continuously improve quality.
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Edward Deming taught top management methods to improve quality, testing, and sales, including statistical methods. His 14 points for management included creating constancy of purpose for improving products and services, adopting a new philosophy of continuous improvement, ceasing dependence on mass inspection, ending awarding of business solely on price, breaking down barriers between departments, and creating a top management structure to focus on the other 13 points daily.
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Lisa Kearney is a Materials Manager with over 28 years of experience in procurement and purchasing. She oversees the day-to-day activities of the Materials Group, including developing and tracking budgets, establishing job responsibilities, and identifying cost savings. Some of her key responsibilities involve reviewing purchase requisitions, obtaining bids, expediting orders, and providing vendor liaison. She has a proven track record of negotiating material cost savings between $51,000 to $2,000,000 annually.
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Total Quality Management (TQM) aims to achieve excellence by managing the entire organization. It focuses on meeting customer needs now and in the future. TQM requires commitment from management and focuses on continuous improvement, customer satisfaction, quality at all levels, and treating suppliers as partners. When implemented properly, TQM can increase customer satisfaction and productivity while reducing costs.
Key elements of lean sigma
To successfully implement Lean Sigma, an organization needs commitment from employees and leadership, an understanding of customer needs, and a willingness to change. The key stages of implementation are to define current operations, measure performance against requirements, innovate to improve productivity and meet requirements, and standardize new improved operations. For greatest benefits, the process must be studied end-to-end using input from those doing the work, stakeholders must be engaged including customers and suppliers, errors and waste must be identified and resolved, and changes implemented through training with continuous improvement.
Level 2 certificate in lean organisation management techniques powerpoint
This document provides an assessment for a Level 2 Certificate in Lean Organisation Management Techniques. It covers three sections: 1) A lean environment, 2) Implementing the productivity needs analysis process, and 3) Producing a process map. For section 1, the learner explains the five main principles of lean and benefits of a lean environment using a case study of a supermarket. For section 2, the learner describes the productivity needs analysis process and applies it to a case study of a cereal manufacturer. Key areas to measure are identified as delivery, overheads, safety, and customers. Delivery is prioritized as the storage depot is far from the plant, increasing transportation costs.
Deming’s 14 Points for Management
Deming's 14 Points for Management provides a framework for businesses to improve quality and effectiveness. It focuses on having a constant purpose of improving products and services to meet customer needs. Businesses should adopt new philosophies to stay competitive, build quality from the start, and form long-term supplier relationships based on trust rather than price alone. Systems and training should be continuously improved. Fear and barriers between departments should be broken down. Instead of slogans and quotas, leadership and quality should be emphasized. The responsibility of supervisors should be to help people improve. All employees should work towards transformation.
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W. Edward Deming, Joseph Juran, and Philip B. Crosby were influential quality pioneers in the 20th century. Deming pioneered the use of statistics in quality and encouraged the PDCA cycle for problem solving. Juran advocated for quality planning and goal setting. Crosby defined quality as conformance to requirements and promoted zero defects. Each developed influential frameworks for quality improvement, including Deming's 14 Points, Juran's 10 steps, and Crosby's 14 steps. They helped drive Japan's emergence as a quality leader and transformed approaches to quality management.
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This document discusses the principles and concepts of Total Quality Management (TQM). It explains that TQM is based on the idea that everyone in the organization must be committed to quality. It also discusses supplier/customer relationships within organizations and using quality circles, group working, and autonomous work groups to strengthen weak links in the chain of quality. The document recommends reading more about TQM and moving on from the topic.
Kaizen costing
The presentation is about Kaizen costing that has been used by japan from number of years to control costs.
Bespoke Lean Training Partnership/Key Performance Indicators
The Bespoke Lean Training Partnership course is aimed at people from all industries across all levels; everyone can benefit from the course. It will be tailored to suit the specific company needs. We will teach some lean tools and techniques to help make your business more profitable, improve the quality or reduce lead times, through the elimination of waste, to give your employees some ownership, pride and empowerment within your organisation.
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This document discusses Total Quality Management (TQM). It defines TQM as a comprehensive approach to organizational management that seeks to improve quality through ongoing refinements based on customer feedback. The key aspects of TQM include having customer-supplier interfaces, commitment to quality, effective communication, and a supportive culture. TQM requires focusing on processes, people, management systems, and performance metrics. Leadership is essential to drive culture change and implementation of TQM principles throughout the organization. The goal is to meet and exceed customer needs to achieve complete customer satisfaction.
Kaizen final ppt
Kaizen aims to continuously improve processes by eliminating waste and standardizing better ways of working. This focuses on improving processes rather than just achieving results. Management supports continuous improvement through maintenance to sustain standards and kaizen for revision and higher standards. Key kaizen practices include developing the right mindset of prioritizing customers and quality, as well as techniques for visual control, empowering employees, and improving production processes.
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Level 2 certificate in lean organisation management techniques powerpoint
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Marketing strategy lesson 1 of marketing and some TQM stuff to look into
Marketing strategy lesson 1 of marketing and some TQM stuff to look into
Bespoke Lean Training Partnership/Key Performance Indicators
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integrated organizational effort designed to improve quality at
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This presentation covers implementation of continuous improvement for small, medium, and large organizations
Business process reengineering
Business process reengineering (BPR) involves fundamentally rethinking and radically redesigning business processes to achieve dramatic improvements in critical performance measures like cost, quality, service and speed. It focuses on how work is done, moving away from functional silos to a process view that cuts across organizational boundaries. BPR aims for breakthrough goals through fundamental changes that question existing structures and procedures, taking nothing for granted. Key steps in BPR include selecting processes for reengineering, understanding the current process, developing a vision for an improved process, identifying an action plan, and executing the plan. Common challenges include not making changes radical enough, over-reliance on the existing process, and failure to gain organizational commitment.
Sustainability
Implementing and sustaining a culture of performance excellence requires addressing organizational culture, best practices, and overcoming common barriers to change. Leaders must gain buy-in from all levels of the organization and view continuous improvement as a journey rather than expecting immediate results. Self-assessment and follow up are important to identify strengths and opportunities for evolving performance.
Quality_Journey_--OE Operational Excellence /Process Excellence
What Is Operational Excellence?
Operational excellence is a framework for businesses to focus on growth and execute their strategy better than their competitors .
Drawing from continuous improvement and other tools, companies pursuing operational excellence adopt a mindset of problem solving, teamwork, and top-line growth, allowing them to create more value for customers.
The drive to keep improving in order to have the capacity to pursue innovation and growth (also known as execution excellence) rests on four primary pillars --
Customer Satisfaction
Employee Engagement
Commercial Impact
Efficient Resource Usage
Approach Towards OPEX
Approach towards OPEX starts with building efficient processes that make it clear to all employees whether or not an organization’s systems are running smoothly and make it possible for team members to step in with improvements when necessary.
The systematic management of operations and the commitment to a positive culture that focuses on customers’ needs and empowered staff is key requirement to build OPEX culture
Note :- “Operational excellence enables an organization to do more with the same staff through better employee engagement and streamlined processes. It is not about cutting resources, but rather about figuring out together how we can better apply our resources”
Below mentioned key steps towards OPEX Approach :-
Design Lean Value Streams
Make Lean Value Streams Flow
Make the Flow Visual
Create Standard Work for the Flow
Make the Abnormal Flow Visual
Create Standard Work for the Abnormal Flow
Have Employees in the Flow Improve the Flow
Perform Offense Activities
Success Pyramid
Result
Create value
for Customer
Alignment toward common goal
Systematic Thinking
Constancy around Vision
Continuous Improvement
Flow and Pull value
Focus on Process
Seek Perfection
Cultural Enablers
Lead with Humanity & Respect Every Individuals
Benefits of Operational Excellence
Efficiency in processes and use of resources
Cost reduction or containment
Engaged, stable workforce
Cohesive management
Strong shareholder value
High-quality standards
Beneficial partnerships with suppliers
Operational excellence helps you succeed in good times and bad because of the way it impacts key characteristics and behaviors of your organization.
Agile: Operational excellence is oriented around ongoing adaptation, so it is flexible and dynamic. Markets change, customer tastes shift, innovators introduce new technology, and problems arise. When you apply the principles of operational excellence, you naturally have a self-correcting mechanism to ensure you meet customer needs and that your business continues to grow.
Strategic: When you practice operational excellence, your company leadership does not need to get involved in solving low-level problems and managing daily operations. Instead, senior executives are able to work on new products or markets and revenue opportunities. So, rather than fighting fires, leaders focus on
Building and sustaining total quality organizations
This document discusses key concepts for building and sustaining a total quality organization. It identifies the top obstacles to total quality as lack of motivation, time, and strategic planning. It provides guidance for senior leaders, middle management, and employees to drive cultural change and continuous improvement. It also outlines common mistakes made in quality initiatives, such as treating quality as a program rather than a philosophy, not obtaining short-term results, and not addressing structural barriers to change.
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- 1. BEST PRACTICES Food Industry Re-engineered to perfection (Challenge 5)
- 2. Prepared by Huzaifa Khanjiwala Akshay Khairnar Hasmukh Dave
- 3. Best Practices A set of guidelines, ethics or ideas that represent the most efficient or prudent course of action. Best practices is about managing a client's money by prudently investing in a well-diversified portfolio. Best Practices Tiffin Service Made with Love Enhance Taste Friendly Service fully Support Delivery on Time Hygiene and Cleanliness
- 4. Conti…. "Best Practice" has been used to describe "what works" in a particular situation or environment. Best practices can be slow to spread, even within an organization but will increase its efficiency for future growth Three main barriers to adoption of a best practice Lack of knowledge about current best practices Lack of motivation to make changes involved in their adoption Lack of knowledge and skills required to do so
- 5. Benchmarking Benchmarking is a process of comparing one's business processes and performance metrics to industry bests or best practices from other companies. Helps organization understand strengths and weaknesses Helps better satisfy the customer’s needs by establishing new standards and goals Motivates employees to reach new standards and to be keen on new developments
- 6. Conti.. Its an measurement of the quality of an organization's policies, products, programs, strategies, etc. and their comparison with standard measurements. Objectives of benchmarking To determine what and where improvements are called for To analyze how other organizations achieve their high performance levels To use this information to improve performance.
- 7. Business process reengineering (BPR) Business process reengineering (BPR) is the analysis and redesign of workflows within and between enterprises in order to optimize end-to-end processes and automate non-value- added tasks. Focuses on three major within an organization Analysis workflow Design of workflows Business processes BPR is the practice of rethinking and redesigning the way work is done to better support an organization's mission and reduce costs.
- 8. Idea behind business process reengineering Change from a management focus to a customer focus Empower your workers to involved in each process to have decision-making and ownership in the process. Move from serial operations to concurrent operations Change the company's orientation from a functional orientation to cross-functional orientation. Focus to invent new systems and processes that look towards the future.
- 9. Dabbawallah Service Advantages Six Sigma working for delivery channel Timely and organized service Last mile delivery efficiency
- 10. Dabbawallah Service Disadvantages Long Distance Transfers are not customer convenient Food Integrity is questionable as long travel time Communication is difficult to achieve flexibility
- 11. Customized Process Use local Tiffin Services to optimize delivery pattern Faster and fresher food delivery system Use of perfect delivery system to serve client better Process improvised for revenue optimization and lesser operations
- 12. Roadmap of process App Development Registration of Tiffin Services and customers Awareness and Customer Demand Order placement Cuisine selection (2 days in advance) Food Delivery to dabbawallah Dabbawalla nexus for better delivery option Fresh food delivered Satisfied customer More and more demand
- 13. Advantages of New Service Error proofing by improvising perfect system. Better client targeting App base variety option Flexibility option for quality and variability
- 14. Shadow Benefits Quality of home made food can be maintained Option for housewives to work More focus on other activities than Cooking Empowers the foodie entrepreneur to succeed More stable system as very flexible in SEVQUAL analysis