This document discusses the importance of quality and continuous improvement as tools for competitive advantage. It defines quality from different perspectives, including customer satisfaction, fitness for use, and eliminating waste. It also discusses total quality management as an organization-wide effort to improve quality of products and services. Customer focus, leadership, process management, and information analysis are identified as key elements of a quality system. The document emphasizes that quality has become a high priority for organizations to compete, meet changing customer demands, and reduce costs.
This document discusses key concepts related to sustainable tourism standards, accreditation, certification, and recognition. It provides definitions and explanations of these terms, including:
- Standards are documents that provide rules or guidelines for products or processes, but compliance is voluntary.
- Accreditation involves a third party approving that a certifier is competent to certify organizations according to a recognized standard.
- Certification involves a third party verifying that an organization meets specified sustainability requirements.
- The Global Sustainable Tourism Council (GSTC) recognizes standards and accredits certification programs, helping ensure transparency, impartiality and competence in sustainable tourism certification.
Simplifying Clinical Quality Management using established IT industry practicesRajeshwari Bijur
The document discusses how established quality management practices from the IT industry can be applied to clinical trials to improve quality. It presents the CMMI model for implementing a defined and measurable quality process. It then discusses how tools for training management, configuration management, defect tracking and project management can strengthen quality practices for clinical data management. Implementing these types of electronic quality management tools is shown to reduce rework, findings from quality audits and ensure staff compliance with standard operating procedures.
The document discusses various quality management awards and certifications, including:
- The Deming Prize, one of the highest TQM awards established in Japan in 1950 to recognize companies demonstrating outstanding quality control.
- The Malcolm Baldrige National Quality Award, the highest honor for innovation and performance excellence in the US. It recognizes achievements across different industry categories.
- ASQ certifications which recognize individuals demonstrating proficiency and knowledge in quality management areas like Six Sigma and quality engineering.
- The European Quality Award which promotes excellence through the EFQM model and recognizes organizations demonstrating strong performance.
It also mentions several Indian awards that promote quality like the Rajiv Gandhi National Quality Award, CII-EX
Tech-inn Solution Limited (TISL) is a 50:50 joint venture between TATA Industries and Innovative Solutions Inc. headquartered in Pune, India with total annual revenue of Rs. 450 Cr. TISL provides automation and control solutions, products, systems, and services to industries, buildings, government, and defense establishments through various strategic business units. TISL's vision is to be a global leader in knowledge and innovation combining technology to create value for stakeholders, while its mission is to enhance productivity, comfort, and safety through continuous learning, technology, and people investments.
The document discusses various national and international quality awards that recognize organizations for excellence in quality management. Some of the awards mentioned include the Golden Peacock Award in India, the Malcolm Baldrige National Quality Award in the US, and the Deming Prize in Japan. Criteria for these awards generally evaluate approaches, deployment, and results across key areas like leadership, strategic planning, customer and workforce management, operations, and business performance. Winning these prestigious awards helps organizations gain recognition, benchmark best practices, and accelerate quality improvements.
2016 Thermo Fisher Scientific Company OverviewJosie Zheng
Thermo Fisher Scientific is the world leader in serving science, with 50,000 employees in 50 countries and $17 billion in annual revenues. It invests heavily in R&D and provides resources and opportunities for its employees to make significant contributions. The company has a balanced portfolio across consumables, instruments, services, and end markets. It aims to meet customer needs through innovative technologies and a global presence.
This document provides an overview of Total Quality Management (TQM). It defines TQM as using quantitative methods and human resources to improve all organizational processes and exceed customer needs. The document outlines the basic concepts of TQM including leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It then provides more detailed descriptions and considerations for implementing each of these concepts within an organization.
Shifting the conversation from cost to value! How to gather the right evidenc...Dr. Regis P. Chasse, MBA
For many years, Chief Learning Officers have proudly reported the cost of a learning hour, the ratio of L&D professionals per 1000-employee, or how many people their high-priority programs reached (efficiency); however, many learning executives struggle to articulate the real business value of their learning initiatives. Moving the conversation with stakeholders from a cost perspective to a value perspective is a critical aspect of engaging in rich exchanges with the business and becoming a true business partner.
After a focused effort, Majid Al Futtaim’s Leadership Institute now uses a pragmatic and cost-effective approach to measure the business impact of learning (effectiveness). The Leadership Institute Framework for Effectiveness Evaluation (LIFE2) will be introduced, supported with real examples from its School of Leadership Development and the School of Analytics & Technology.
Objectives :
• Understand the pillars of the Leadership Institute Framework for Effectiveness Evaluation (LIFE2)
• Understand the key steps to develop their own measurement approach for a specific program
• Understand the importance of post-measurement dialog with the business and follow-though
• Gain insights on the Leadership Institute lessons learned while implementing this framework
Target audience: Learning and HR business partners and executives who want to build credibility and trust with the business, and show the business value of their learning initiatives.
This document discusses key concepts related to sustainable tourism standards, accreditation, certification, and recognition. It provides definitions and explanations of these terms, including:
- Standards are documents that provide rules or guidelines for products or processes, but compliance is voluntary.
- Accreditation involves a third party approving that a certifier is competent to certify organizations according to a recognized standard.
- Certification involves a third party verifying that an organization meets specified sustainability requirements.
- The Global Sustainable Tourism Council (GSTC) recognizes standards and accredits certification programs, helping ensure transparency, impartiality and competence in sustainable tourism certification.
Simplifying Clinical Quality Management using established IT industry practicesRajeshwari Bijur
The document discusses how established quality management practices from the IT industry can be applied to clinical trials to improve quality. It presents the CMMI model for implementing a defined and measurable quality process. It then discusses how tools for training management, configuration management, defect tracking and project management can strengthen quality practices for clinical data management. Implementing these types of electronic quality management tools is shown to reduce rework, findings from quality audits and ensure staff compliance with standard operating procedures.
The document discusses various quality management awards and certifications, including:
- The Deming Prize, one of the highest TQM awards established in Japan in 1950 to recognize companies demonstrating outstanding quality control.
- The Malcolm Baldrige National Quality Award, the highest honor for innovation and performance excellence in the US. It recognizes achievements across different industry categories.
- ASQ certifications which recognize individuals demonstrating proficiency and knowledge in quality management areas like Six Sigma and quality engineering.
- The European Quality Award which promotes excellence through the EFQM model and recognizes organizations demonstrating strong performance.
It also mentions several Indian awards that promote quality like the Rajiv Gandhi National Quality Award, CII-EX
Tech-inn Solution Limited (TISL) is a 50:50 joint venture between TATA Industries and Innovative Solutions Inc. headquartered in Pune, India with total annual revenue of Rs. 450 Cr. TISL provides automation and control solutions, products, systems, and services to industries, buildings, government, and defense establishments through various strategic business units. TISL's vision is to be a global leader in knowledge and innovation combining technology to create value for stakeholders, while its mission is to enhance productivity, comfort, and safety through continuous learning, technology, and people investments.
The document discusses various national and international quality awards that recognize organizations for excellence in quality management. Some of the awards mentioned include the Golden Peacock Award in India, the Malcolm Baldrige National Quality Award in the US, and the Deming Prize in Japan. Criteria for these awards generally evaluate approaches, deployment, and results across key areas like leadership, strategic planning, customer and workforce management, operations, and business performance. Winning these prestigious awards helps organizations gain recognition, benchmark best practices, and accelerate quality improvements.
2016 Thermo Fisher Scientific Company OverviewJosie Zheng
Thermo Fisher Scientific is the world leader in serving science, with 50,000 employees in 50 countries and $17 billion in annual revenues. It invests heavily in R&D and provides resources and opportunities for its employees to make significant contributions. The company has a balanced portfolio across consumables, instruments, services, and end markets. It aims to meet customer needs through innovative technologies and a global presence.
This document provides an overview of Total Quality Management (TQM). It defines TQM as using quantitative methods and human resources to improve all organizational processes and exceed customer needs. The document outlines the basic concepts of TQM including leadership, customer satisfaction, employee involvement, continuous process improvement, supplier partnership, and performance measures. It then provides more detailed descriptions and considerations for implementing each of these concepts within an organization.
Shifting the conversation from cost to value! How to gather the right evidenc...Dr. Regis P. Chasse, MBA
For many years, Chief Learning Officers have proudly reported the cost of a learning hour, the ratio of L&D professionals per 1000-employee, or how many people their high-priority programs reached (efficiency); however, many learning executives struggle to articulate the real business value of their learning initiatives. Moving the conversation with stakeholders from a cost perspective to a value perspective is a critical aspect of engaging in rich exchanges with the business and becoming a true business partner.
After a focused effort, Majid Al Futtaim’s Leadership Institute now uses a pragmatic and cost-effective approach to measure the business impact of learning (effectiveness). The Leadership Institute Framework for Effectiveness Evaluation (LIFE2) will be introduced, supported with real examples from its School of Leadership Development and the School of Analytics & Technology.
Objectives :
• Understand the pillars of the Leadership Institute Framework for Effectiveness Evaluation (LIFE2)
• Understand the key steps to develop their own measurement approach for a specific program
• Understand the importance of post-measurement dialog with the business and follow-though
• Gain insights on the Leadership Institute lessons learned while implementing this framework
Target audience: Learning and HR business partners and executives who want to build credibility and trust with the business, and show the business value of their learning initiatives.
The document provides information about the Institute of Chartered Accountants in England and Wales (ICAEW) and the ACA qualification. It discusses the ICAEW's role, reputation, faculties, international presence, and services for members. It then describes the structure and components of the ACA qualification, including the syllabus, entry criteria, reasons for pursuing it, and track record in Malaysia. The ACA combines work experience, training, ethics modules, and examinations to develop well-rounded professionals and leaders with strong technical skills.
Presenter: Mr. Steve Mellish FBCI
Chairman, The Business Continuity Institute
Monday May 19th, 2014
Business & IT Resilience Summit, Mumbai, India
Introduction
About the BCI
Current Threats and Future Trends
Supply Chain Survey 2013
Counting the Cost 2014
Horizon Scan 2014
How can India help shape the future of BCM?
Total Quality Management (TQM) has evolved over time from a focus on inspection to ensure quality to a holistic approach aimed at achieving excellent performance and customer satisfaction. Key developments included the introduction of statistical process control in the 1920s and quality practices spreading from Japan to the West in the postwar period. TQM involves all employees and aims to meet customer needs through a process-based approach, leadership commitment, and a focus on continual improvement. The core goals are delighting customers and building competitiveness through quality.
The document discusses environmental, health, and safety (EHS) audits and the Board of Environmental, Health and Safety Auditor Certifications (BEAC). It provides an overview of BEAC's mission to enhance EHS auditing practices and reliability through an auditor certification program and standards. BEAC certifies individual auditors in specialty areas like environmental compliance, health and safety, and management systems. The certification helps validate auditors' experience and technical skills and is recognized by various organizations.
This document announces the Ninth International Conference on Quality Management Practices for Global Excellence, to be held January 30-31, 2015 in Indore, India. The conference is organized by Prestige Institute of Management and Research in collaboration with universities in Thailand and Argentina. The conference aims to bring together academic researchers and professionals to present and discuss papers on various quality management practices and achieving excellence on a global scale. Topics will include areas like finance, economics, entrepreneurship, human resources, marketing, information technology, and production/operations. The deadline for registration and paper submissions is provided.
This document summarizes an evaluation of learning effectiveness conducted by Z Energy and Synapsys N.Z. Ltd. It describes the background and process used, including surveying participants before and after workshops using "smart surveying" without scales. The results showed increased farmer confidence in stock selection and improved delivery between workshops. It also discusses applying this approach to evaluate other programs by the Red Meat Profit Partnership on genetic stock selection. The document concludes with tips for effective evaluation, such as clarifying objectives, targeting the right measures, and ensuring useful data.
The presentation is about the benefits of applying for the International Organization for Standardization(ISO) for Lean.
This standard will help healthcare and allied industries to create Lean capability in their organisations and accelerate process improvements. Ultimately it improves quality of services, improves reputation, reduces costs, avoids future costs and/or improves revenue.
The document discusses Pekka Silvén's background and work in evaluation, quality and feedback processes. It notes some common problems with traditional evaluation methods and introduces the "Zef-method" as an alternative that provides clearer results and facilitates improvements. The Zef-method is used in various feedback questionnaires and evaluation engines to analyze responses and compare views of different stakeholders.
The ASQ Biomedical Division aims to promote quality principles and technologies in the biomedical industry. It provides forums for professionals through discussion groups to learn, teach and discuss issues related to medical devices and diagnostics. The division offers conferences, speakers, publications and certifications to help members achieve excellence. Membership in the biomedical division has grown in recent years, indicating its programs are sustaining and growing the profession.
This document provides information about a 3-day training course on monitoring and evaluating community projects taking place in Lagos, Nigeria from May 21-23, 2014. The training will cover conceptual understanding of monitoring and evaluation, designing evaluations, qualitative and quantitative analysis methods, report writing, and designing monitoring and evaluation systems. Participants will learn about developing indicators, participatory approaches, and using information from evaluations. The training fee is 126,000 Naira per participant and can also be offered as in-house training. It will use lectures, case studies, discussions and workshops to provide applicable knowledge to participants.
This document provides information about a 3-day training course on monitoring and evaluating community projects taking place in Lagos, Nigeria from May 21-23, 2014. The training will cover conceptual understanding of monitoring and evaluation, designing evaluations, qualitative and quantitative analysis methods, report writing, and designing monitoring and evaluation systems. Participants will learn about developing indicators, participatory approaches, and using information from evaluations. The training fee is 126,000 Naira per participant and can also be offered as in-house training. It will use lectures, case studies, discussions and workshops to provide applicable knowledge to participants.
The Deming Prize was created in 1951 to recognize individuals and organizations that excel in quality management. It is awarded by the Japanese Union of Scientists and Engineers in honor of W. Edwards Deming, who pioneered quality management techniques. To qualify, applicants must demonstrate strong leadership and implementation of total quality management principles. The application process involves a rigorous self-examination across various quality criteria. Winners are selected based on clear goals, proper TQM implementation, and outstanding results that improve the business. The Deming Prize aims to drive continuous quality improvement.
Transpact Enterprises Private Limited, a Social Enterprise launched in the year 2013 , incubated at SINE-IIT Bombay & accelerated under CIIE IIM Ahmedabad. It is starts up to design, development, manufacturing, and distribution of therapeutic devices and rehabilitations services.
The aim of Transpact is to produce significantly needed Medico-products which are the necessity for betterment of Human Society. Ultimately allowing people to TRANScend their barriers and thus, create a positive imPACT on their lives.
Our Vision is to impact lives of people through continuous technological interventions and innovations by providing innovative, cost-effective and comprehensive solutions, products and services with strategic partnerships and collaborative relationships to help specially abled people to transcend their barriers.
We are located at SINE, CSIR Building , IIT-Bombay Campus, Powai Mumbai and having head office at 204, Timmy Arcade, Makwana Road Marole Andheri Mumbai, India . We have successfully accomplished the ISO 13485:2016 certification for medical devices. Our pursuit for the excellent quality is reflected in the ISO 9001:2015 certification for quality management system.
Quality management concepts include defining quality as customer satisfaction and fitness for use. Total quality management (TQM) is an organization-wide effort to improve quality. Key elements of TQM are leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management tools like statistical process control.
Quality management involves defining quality, understanding customers and products, and implementing total quality management. Quality is defined as meeting customer requirements through both product design and conformance to specifications. Total quality management is an organization-wide effort to improve quality through elements like leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management techniques like statistical process control.
The document discusses key concepts in quality management including definitions of quality, total quality management (TQM), customers, products, and how customer satisfaction is achieved. It also discusses reasons why quality has become a priority, different perspectives on quality, levels of quality in organizations, views of quality in services, historical philosophies of quality, and influential quality gurus such as Deming, Juran, and Shewhart and their philosophies and contributions to quality management.
Quality Philosophies - CQIA Body of KnowledgeEmily Honeyman
Quality benefits organizations and stakeholders in several ways. For organizations, quality leads to higher quality products, greater profitability, increased market share and stock price, and more pride and stability. Employees benefit from job security, increased pay and respect. Customers benefit from reliable, easy to use products and loyal suppliers. Society benefits from job opportunities and organizations that enhance communities. The Baldrige criteria provide a framework for organizations to achieve performance excellence across seven categories with a focus on leadership, strategic planning, customers, measurement and knowledge. Quality gurus like Deming, Juran, Crosby, Shewhart and Ishikawa made significant contributions including PDCA, quality cost measurement, control charts, zero defects and cause and effect diagrams.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
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The document provides information about the Institute of Chartered Accountants in England and Wales (ICAEW) and the ACA qualification. It discusses the ICAEW's role, reputation, faculties, international presence, and services for members. It then describes the structure and components of the ACA qualification, including the syllabus, entry criteria, reasons for pursuing it, and track record in Malaysia. The ACA combines work experience, training, ethics modules, and examinations to develop well-rounded professionals and leaders with strong technical skills.
Presenter: Mr. Steve Mellish FBCI
Chairman, The Business Continuity Institute
Monday May 19th, 2014
Business & IT Resilience Summit, Mumbai, India
Introduction
About the BCI
Current Threats and Future Trends
Supply Chain Survey 2013
Counting the Cost 2014
Horizon Scan 2014
How can India help shape the future of BCM?
Total Quality Management (TQM) has evolved over time from a focus on inspection to ensure quality to a holistic approach aimed at achieving excellent performance and customer satisfaction. Key developments included the introduction of statistical process control in the 1920s and quality practices spreading from Japan to the West in the postwar period. TQM involves all employees and aims to meet customer needs through a process-based approach, leadership commitment, and a focus on continual improvement. The core goals are delighting customers and building competitiveness through quality.
The document discusses environmental, health, and safety (EHS) audits and the Board of Environmental, Health and Safety Auditor Certifications (BEAC). It provides an overview of BEAC's mission to enhance EHS auditing practices and reliability through an auditor certification program and standards. BEAC certifies individual auditors in specialty areas like environmental compliance, health and safety, and management systems. The certification helps validate auditors' experience and technical skills and is recognized by various organizations.
This document announces the Ninth International Conference on Quality Management Practices for Global Excellence, to be held January 30-31, 2015 in Indore, India. The conference is organized by Prestige Institute of Management and Research in collaboration with universities in Thailand and Argentina. The conference aims to bring together academic researchers and professionals to present and discuss papers on various quality management practices and achieving excellence on a global scale. Topics will include areas like finance, economics, entrepreneurship, human resources, marketing, information technology, and production/operations. The deadline for registration and paper submissions is provided.
This document summarizes an evaluation of learning effectiveness conducted by Z Energy and Synapsys N.Z. Ltd. It describes the background and process used, including surveying participants before and after workshops using "smart surveying" without scales. The results showed increased farmer confidence in stock selection and improved delivery between workshops. It also discusses applying this approach to evaluate other programs by the Red Meat Profit Partnership on genetic stock selection. The document concludes with tips for effective evaluation, such as clarifying objectives, targeting the right measures, and ensuring useful data.
The presentation is about the benefits of applying for the International Organization for Standardization(ISO) for Lean.
This standard will help healthcare and allied industries to create Lean capability in their organisations and accelerate process improvements. Ultimately it improves quality of services, improves reputation, reduces costs, avoids future costs and/or improves revenue.
The document discusses Pekka Silvén's background and work in evaluation, quality and feedback processes. It notes some common problems with traditional evaluation methods and introduces the "Zef-method" as an alternative that provides clearer results and facilitates improvements. The Zef-method is used in various feedback questionnaires and evaluation engines to analyze responses and compare views of different stakeholders.
The ASQ Biomedical Division aims to promote quality principles and technologies in the biomedical industry. It provides forums for professionals through discussion groups to learn, teach and discuss issues related to medical devices and diagnostics. The division offers conferences, speakers, publications and certifications to help members achieve excellence. Membership in the biomedical division has grown in recent years, indicating its programs are sustaining and growing the profession.
This document provides information about a 3-day training course on monitoring and evaluating community projects taking place in Lagos, Nigeria from May 21-23, 2014. The training will cover conceptual understanding of monitoring and evaluation, designing evaluations, qualitative and quantitative analysis methods, report writing, and designing monitoring and evaluation systems. Participants will learn about developing indicators, participatory approaches, and using information from evaluations. The training fee is 126,000 Naira per participant and can also be offered as in-house training. It will use lectures, case studies, discussions and workshops to provide applicable knowledge to participants.
This document provides information about a 3-day training course on monitoring and evaluating community projects taking place in Lagos, Nigeria from May 21-23, 2014. The training will cover conceptual understanding of monitoring and evaluation, designing evaluations, qualitative and quantitative analysis methods, report writing, and designing monitoring and evaluation systems. Participants will learn about developing indicators, participatory approaches, and using information from evaluations. The training fee is 126,000 Naira per participant and can also be offered as in-house training. It will use lectures, case studies, discussions and workshops to provide applicable knowledge to participants.
The Deming Prize was created in 1951 to recognize individuals and organizations that excel in quality management. It is awarded by the Japanese Union of Scientists and Engineers in honor of W. Edwards Deming, who pioneered quality management techniques. To qualify, applicants must demonstrate strong leadership and implementation of total quality management principles. The application process involves a rigorous self-examination across various quality criteria. Winners are selected based on clear goals, proper TQM implementation, and outstanding results that improve the business. The Deming Prize aims to drive continuous quality improvement.
Transpact Enterprises Private Limited, a Social Enterprise launched in the year 2013 , incubated at SINE-IIT Bombay & accelerated under CIIE IIM Ahmedabad. It is starts up to design, development, manufacturing, and distribution of therapeutic devices and rehabilitations services.
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Our Vision is to impact lives of people through continuous technological interventions and innovations by providing innovative, cost-effective and comprehensive solutions, products and services with strategic partnerships and collaborative relationships to help specially abled people to transcend their barriers.
We are located at SINE, CSIR Building , IIT-Bombay Campus, Powai Mumbai and having head office at 204, Timmy Arcade, Makwana Road Marole Andheri Mumbai, India . We have successfully accomplished the ISO 13485:2016 certification for medical devices. Our pursuit for the excellent quality is reflected in the ISO 9001:2015 certification for quality management system.
Quality management concepts include defining quality as customer satisfaction and fitness for use. Total quality management (TQM) is an organization-wide effort to improve quality. Key elements of TQM are leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management tools like statistical process control.
Quality management involves defining quality, understanding customers and products, and implementing total quality management. Quality is defined as meeting customer requirements through both product design and conformance to specifications. Total quality management is an organization-wide effort to improve quality through elements like leadership, employee involvement, continuous improvement, and customer focus. Implementing TQM requires integrating its principles into daily operations through strategic planning, communication, and process management techniques like statistical process control.
The document discusses key concepts in quality management including definitions of quality, total quality management (TQM), customers, products, and how customer satisfaction is achieved. It also discusses reasons why quality has become a priority, different perspectives on quality, levels of quality in organizations, views of quality in services, historical philosophies of quality, and influential quality gurus such as Deming, Juran, and Shewhart and their philosophies and contributions to quality management.
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Quality benefits organizations and stakeholders in several ways. For organizations, quality leads to higher quality products, greater profitability, increased market share and stock price, and more pride and stability. Employees benefit from job security, increased pay and respect. Customers benefit from reliable, easy to use products and loyal suppliers. Society benefits from job opportunities and organizations that enhance communities. The Baldrige criteria provide a framework for organizations to achieve performance excellence across seven categories with a focus on leadership, strategic planning, customers, measurement and knowledge. Quality gurus like Deming, Juran, Crosby, Shewhart and Ishikawa made significant contributions including PDCA, quality cost measurement, control charts, zero defects and cause and effect diagrams.
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3. .
HARVESTING THE BEST VALUE IN THE VINE YARD
Adegbemi Babatunde ONAKOYA
B.Sc. (Hons, Econ) Unife; (OAU) M.Sc. (Econ, Distinction, LASU);
MBA, PhD Business & Applied Economics, (OOU) FCIT FCA
Associate Professor (Macro Economics)
4. ACCREDITATION -
Institutional Accreditation or Recognition
National Universities Commission, Nigeria
Nursing and Midwifery Council of Nigeria (NMCN)
Institute of Chartered Accountants of Nigeria (ICAN)
Chartered Institute of Bankers of Nigeria (CIBN)
West African Health Examination Board (WAHEB)
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19. Quality perspectives
Everyone defines Quality based on their own perspective of it. Typical responses
about the definition of quality would include:
1.Perfection
2.Consistency
3.Eliminating waste
4.Speed of delivery
19
20. Quality perspectives
Everyone defines Quality based on their own perspective of it. Typical responses
about the definition of quality would include:
1. Compliance with policies and
procedures
2. Doing it right the first time
3. Delighting or pleasing customers
4. Total customer satisfaction and service
20
21. Quality Definition
The concept and vocabulary of quality are elusive.
Different people interpret quality differently.
Few can define quality in measurable terms that can be proved operationalized.
When asked what differentiates their product or service;
The banker will answer” service”
The healthcare worker will answer “quality health care”
The hotel employee will answer “customer satisfaction”
The manufacturer will simply answer “quality product”
24. What is Total Quality Management?
A comprehensive, organization-wide
effort to improve the quality of products
and services, applicable to all
organizations.
24
25. What is a customer?
Anyone who is impacted by the product or process delivered
by an organization.
External customer: The
end user (PATIENTS)
25
26. What is a customer?
Anyone who is impacted by the product or process delivered
by an organization.
Internal customer: Other
divisions of the company that
receive the Service
(OTHER DEPARTMENTS.)
26
27. What is a product?
The output of the process carried out by
the organization.
goods (automobiles, missile),
software ( computer code, a report)
service ( banking, insurance, medicine,
teaching)
27
28. How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from deficiencies.
PRODUCT FEATURES – Refers to quality of design.
Examples in manufacturing industry: Performance, Reliability, Durability, Ease of use,
Esthetics etc.
Examples in Service industry:
Accuracy, Timeliness,
Friendliness and courtesy,
Knowledge,
Correct Diagnostics etc.
28
29. How is customer satisfaction achieved?
Two dimensions: Product features and Freedom from deficiencies.
FREEDOM FROM DEFICIENCIES –
Refers to quality of conformance.
Higher conformance means
fewer complaints and increased
customer satisfaction.
29
30. Why Quality?
Reasons for quality becoming a cardinal
priority for most organizations:
Competition –
Today’s market demand high quality
products at low cost.
Having `high quality’ reputation is not
enough! Internal cost of maintaining the
reputation should be less.
30
31. Why Quality?
Reasons for quality becoming a cardinal priority for most organizations:
Changing customer –
The new customer is not only commanding
priority based on volume but is more
demanding about the “quality system.”
31
32. Why Quality?
Reasons for quality becoming a cardinal priority for most organizations:
Changing product mix –
The shift from low volume, high price to
high volume, low price have resulted in a
need to reduce the internal cost of poor
quality.
32
33. Why Quality?
Product complexity –
As systems have become more complex, the reliability
requirements for suppliers of components have become
more stringent.
Adventist College of West Africa (ACWA) in 1959, initially
with 7 students.
Babcock University Student enrolment was about
◦ 2009 - 6,000
◦ 2017 - 12,000
33
34. are getting spawned by increasing competition.
◦Technology
◦Knowledge
◦Exposition
◦Competition
◦Alternatives
◦ Wifi
◦Religion / Spirituality
34
Higher levels of customer satisfaction
35. Quality levels
At organizational level, we need to ask following
questions:
1. Which products and services meet your
expectations?
2. Which products and services you need that
you are not currently receiving?
35
36. Quality levels
At process level, we need to ask:
1. What products and services are most important to
the external customer?
2. What processes produce those products and
services?
3. What are the key inputs to those processes?
4. Which processes have most significant effects on
the organization’s performance standards?
36
37. Additional Views of Quality in Services
Technical Quality versus Functional Quality
◦Technical quality—the core element
of the good or service.
◦Functional quality—customer
perception of how the good functions
or the service is delivered.
38. Expectations and Perceptions
◦Customers’ prior expectations
(generalized and specific service
experiences) and their perception of
service performance affect their
satisfaction with a service.
◦Satisfaction = (Perception of
Performance) – (Expectation)
39. MANAGEMENT OF
PROCESS
QUALITY
HUMAN RESOURCE
DEVELOPMENT AND
MANAGEMENT
STRATEGIC
QUALITY
PLANNING
INFORMATION
AND ANALYSIS
CUSTOMER
FOCUS &
CUSTOMER
SATISFACTION
QUALITY
AND
OPERATIONAL
RESULTS
SENIOR
EXECUTIVE
LEADERSHIP
System Approach for TQM
Driver
System
PROFIT / SURPLUS
40. .
Generic Quality
Principles
Quality Work the First Time
Strategic Holistic Approach to
Improvement
CI as a Way of Life
Mutual Respect and Teamwork
Focus on the Customer
Babcock Core Values
Excellence Our Culture
Integrity Our Promise
Accountability Our Moral
Servant Leadership Our Dignity
Team Spirit Our Strength
Autonomy & Responsibility Our Passion
Adventist Heritage Our Commitment
41. Indicators for Customer Satisfaction
Frontline empowerment
Excellent hiring,
training,
attitude and morale for front line employees
Proactive customer service system
Proactive management of relationship with
customers
42. Indicators for Customer Satisfaction
Use of all listening posts
Quality requirements of market segment
Commitment to customers
Understanding customer requirements
Service standards meeting customers
requirements
43. Quality Management: The Need for Self Development
Customer
Expectations
Company Operations
(Processes)
Customer
Satisfaction
Staff
SELF DEVELOPMENT
44. Efforts at Self
Development
ADEGBEMI BABATUNDE ONAKOYA
B.SC. (HONS, Econ) UNIFE; M.Sc. (Econ, Distinction, LASU);
MBA PhD Business & Applied Economics, (OOU) FCIT FCA MNES
45
45. Non Academic Appointments
Position Organization Start
Period
1
Secretary to State Government Ogun State Government, Nigeria Feb. 2008
2
Director General Bureau of Management & Budget, Ogun State
Government
July, 2007
3
Bursar Moshood Abiola Polytechnic, Abeokuta Mar. 2006
4
Executive Director (Finance & Administration.) North-West Communications Ltd., Lagos Nov. 2002
5
Finance Director Berger Paints Nigeria PLC. Jan. 2000
6
Finance Manager, Manager, Quality &
Business Transformation
NCR Nigeria PLC., Lagos July, 1991
7
Assistant Vice President Lenoil Holdings Ltd., Lagos Nov. 1988
8
Operations Support & Audit Manager Rank Xerox Nigeria Ltd., Lagos Nov. 1987
9
Senior Manager (Finance & Administration) Honeywell Group of Companies, Lagos Aug. 1984
10
Treasury Manager / Inspector Cooperative Bank Ltd., Ibadan Feb. 1981
46. Tai Solarin University of Education,
Ijebu Ode, Nigeria.
Started as Lecturer II
Left as Senior Lecturer in 3 years
.
47
47. Gbemi Onakoya
He has 64 Journal articles As at January 28, 2019, his papers had
been viewed 53000+ times in 178 countries and territories
(http://babcockuniversity.academia.edu/adegbemionakoya).
48
Dr. Onakoya
Associate Professor (Macro Economics)
Babcock University
Ilishan-Remo,
Nigeria.
51. .
You're now in the top 1% of
researchers on Academia.edu!
February 11, 2019
.
THIRTY-DAY
STATISTICS
29
PROFILE VIEWS
425
DOCUMENT VIEWS
279
UNIQUE VISITORS
52. .
Country All-Time Views
1 Nigeria 21,085
2 United Kingdom 6,490
3 India 2,595
4 United States 2,580
5 Pakistan 1,880
6 Malaysia 1,801
7 Indonesia 1,041
8 Kenya 850
9 Ghana 729
10 South Africa 639
11 Philippines 590
12 Ethiopia 419
13 Zimbabwe 412
14 Bangladesh 372
15 Uganda 371
16 Canada 367
.
53. ..
18 Turkey 301
19 Australia 289
20 Germany 249
21 United Arab Emirates 249
22 Unknown 233
23 Sri Lanka 211
24 Namibia 201
25 Zambia 193
26 Egypt 184
27 Netherlands 184
28 Singapore 166
61. ..
161 Costa Rica 1
162 Cuba 1
163 Estonia 1
164 French Polynesia 1
165 Guatemala 1
166 Haiti 1
167 Iceland 1
168 Moldova, Republic of 1
169 Puerto Rico 1
156 Monaco 2
157 Netherlands Antilles 2
158 Nicaragua 2
159 Saint Kitts And Nevis 2
160 Sao Tome and Principe 2
65. Get Involved
Faculty member on PG programmes
Accounting (PhD and MSc)
Banking & Finance (MSc), and
Business Administration & Marketing (MSc).
Resource person on Staff capacity building Seminars
Accounting
Political Science & Public Administration, and
Banking & Finance.
66. Get Involved
PhD Internal Examiner
Business Administration & Marketing
Political Science & Public Administration and
Information Resources Management.
Co-supervising three PhD candidates in Accounting
Dept.
Authored refereed journal articles with Five of my
students in the Departments of
Economics and
Accounting.
67. A Man of Honour
Awards
Manager of the Year - Polyventures Ltd Ibadan (1986),
Board of Directors' Recognition - NCR (Nigeria) PLC Lagos (1993)
Great Performance Award - NCR Corporation Dayton Ohio USA
(1993)
Otunba Boyejo of Ijebu Ife
Otunba Bajulaye of Ilodo, Ijebu Imusin
68
68. Not Always Rosy
Car Hire / Kabukabu became my new job even with BSc. ACA
Maintenance Culture
Track the Expenses / Running Costs
Cash Control
Law Compliance
69
Kabukabu 4
69. Key
You need to get involved in the building
of a Better Babcock through your
Good things and actions
70. What are “good” actions?
To answer that question we must first reflect on the nature
of God.
One foundational truth is the nature of God’s character.
Jesus referred to God as “good,” agathos in the Greek.
The term means being good in its character or constitution,
and is beneficial in its effect.
71. What are “good” actions?
God gives good things
(Matthew 7:11, Luke 1:53, Hebrews 9:11, James 1:17)
God has a will that is good (Romans 12:2)
God destined humanity for good works
(Ephesians 2:10, Philippians 1:6, Hebrews 13:21) and
God gives good hope to those who believe
(II Thessalonians 2:16).
73. Actions and Motives Mark 12:41-44 (NIV)
Consider an event described in the life of Jesus in which He observed
a poor widow whose actions were no different than those of the
crowd in the temple area.
Jesus sat down opposite the place where the offerings were put and
watched the crowd putting their money into the temple treasury.
Many rich people threw in large amounts.
But a poor widow came and put in two very small copper coins,
worth only a fraction of a Kobo.
74. Actions and Motives Mark 12:41-44 (NIV)
Calling his disciples to him, Jesus said,
"I tell you the truth, this poor widow has put more into the
treasury than all the others. They all gave out of their wealth;
but she, out of her poverty, put in everything--all she had to live
on."
Many were depositing money into a receptacle for offerings on
this particular day.
But notice that Jesus focused not only on the action of the
individual but also on the motive.
75. Actions and Motives Mark 12:41-44 (NIV)
And the motive of this woman was remarkably different.
Jesus points out to the disciples that her motive was one of
faith because she sacrificed her own well being in giving her
few, precious coins.
The lesson is seems quite clear.
The actions were similar but the motivation was different.
Jesus emphasizes the fact that thoughts and motives were
just as important as one’s actions.
76. Biblical Injunctions
1 Mathew 5: 13-16
Be the Salt and Light
2 Romans 1: 1-5 Respect and Honor Authorities
3 1 Timothy 2:1-4 Pray for all in Authority
4 Proverbs
6:6-11, 24: 30-34
Do not be Lazy
5 1Peter 5:5-6 Be Humble
77. Biblical Injunctions
7 1Peter 2:9 Chosen special people
8 James 1:5,6 Ask God for wisdom
9 John 15:1-8 Abide in Christ, is more fruitful
6 Ephesians 6:5-7 No to Eye service
78. Koranic Injunctions
Ar-Rum
(Romans)
Q30 Vs. 30
Set your face steadily and truly to the faith in Allah’s
handiwork
Al-Araf (The
Heights)
Q 7 Vs. 85
Give right measure and weight.
Do not deprive people of their due right
Cause not corruption upon the earth after
its reformation.
Q41 Vs. 34
Good deed and the bad are not equal.
Repel Evil
87. Isaiah 41:10
Fear not for I am with you,
Be not dismayed for I am your God
I will strengthen you
Yes, I will help you
I will uphold you with my righteous right hand