A brief presentation, focusing on the improvement areas of Quality Assurance and Quality Control in an organization. The presentation also discusses about some of the myths about quality.
These are very basic subjects that need to be covered in a quality induction (like the safety inductions) for a construction project. That would be the start of a great discussion with the Engineers and the workforce who may haven't probably ever heard of things like NCRs or ITPs.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
These are very basic subjects that need to be covered in a quality induction (like the safety inductions) for a construction project. That would be the start of a great discussion with the Engineers and the workforce who may haven't probably ever heard of things like NCRs or ITPs.
In this presentation, we will discuss the concept of quality management with specific importance on quality assurance, quality control and different views of quality, types of quality, levels of quality and quality determinants. We will also talk about the industrial revolution and beginning of quality control methods.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
Quality management is the act of overseeing all activities and tasks needed to maintain a desired level of excellence. This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement. It is also referred to as total quality management (TQM).
In general, quality management focuses on long-term goals through the implementation of short-term initiatives.
BugRaptors has domain expertise team skilled in working with various test models like Sequential & Agile. We provide users with quality consultancy. They help users from all over the world to clear all their doubts and issues on any type or kind of testing. Either it’s Automation, Security or any kind of testing, We have team which is highly experienced in all types of testing. It helps in developing great quality products. We have well experienced team of manual as well as Automation testing. The main focus of BugRaptors team is quality because the Life is better with lesser issues in it.
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
Quality ToolBox Talk_Quality Management in Construction 101(for Senior Manage...Quality In Construction
This is a very simple and quick presentation for an introduction to the senior Management of a construction company (e.g. contractor). These 16 slides will help someone who has never been involved in quality management to understand why we need it in construction industry.
Quality management is the act of overseeing all activities and tasks needed to maintain a desired level of excellence. This includes the determination of a quality policy, creating and implementing quality planning and assurance, and quality control and quality improvement. It is also referred to as total quality management (TQM).
In general, quality management focuses on long-term goals through the implementation of short-term initiatives.
BugRaptors has domain expertise team skilled in working with various test models like Sequential & Agile. We provide users with quality consultancy. They help users from all over the world to clear all their doubts and issues on any type or kind of testing. Either it’s Automation, Security or any kind of testing, We have team which is highly experienced in all types of testing. It helps in developing great quality products. We have well experienced team of manual as well as Automation testing. The main focus of BugRaptors team is quality because the Life is better with lesser issues in it.
Quality Management System awareness for all ANUPAM RAY
I covered benefit and utilization ISO 9001:2015 standard, 8 quality principle, Root cause analysis, what is ISO, and basic auditing principle. Kindly comment and let me know how I can improve this.
Quality ToolBox Talk_Quality Management in Construction 101(for Senior Manage...Quality In Construction
This is a very simple and quick presentation for an introduction to the senior Management of a construction company (e.g. contractor). These 16 slides will help someone who has never been involved in quality management to understand why we need it in construction industry.
Total Quality Management in assumes importance in the current context since we want maximum Governance with Minimum Government. What we can learn from Quality Gurus like Deming, Juran or Ishikawa to improve Service Delivery?
Welcome Take a method and try it. If it fails, ad.docxalanfhall8953
Welcome
"Take a method and try it.
If it fails, admit it frankly, and try another.
But by all means, try something.“
-Franklin D. Roosevelt
1 - 2
IS 628 Total Quality Management
Welcome
Hey Prof,
I completed a major graduate internship at Montefiore Medical Center 3
weeks ago and just received a full time offer as a supervisor at the CMO
division at Montefiore. During my internship I did a lot of performance
improvement work as well as Excel analysis. I must say your class really
helped out because I was able to apply methodologies as well as
systematic tools/flow maps to help my department be more efficient to
improve patient experience.
… 2011-2012 MBA IS628 Student
1 - 3
Grades
A
“Calculation”
(for a society that insists on the chaotic measurement of the unknowable)
Class Participation 40%
Midterm 15%
Final 15%
Homework 15%
Project 15%
100%
1 - 4
What do I want from you?
Get it… and Live it
Knowing about something vs Knowing it
Move from education to application
Information to Transformation
Who are you…
Newbies… Introduce yourself
• Name
• Where are you coming from before class?
• Work Experience
• Hobby or Interest
• What do you want from your education?
• Expectations that the MBA will provide to you
• What specifically do you want from me?
1 - 6
DRAFT
Schedule
12
Classes
You only have me
for 36 hours.
Use me to get what
you need.
Iona IS628 TQM Winter Trimester 2015-2016
Date Class Location Subject / Guest Speaker / Comments
11/18/15 1 Iona
Getting to Know Each Other
Chapter 1. Differing Perspectives on Quality
11/25/15 No Class
12/2/15 2 Iona
Chapter 2. Quality Theory
Chapter 3. Global Quality & Int'l Quality Standards
Chapter 4. Strategic Quality Planning
12/9/15 3 Iona
Chapter 5. The Voice of the Customer
Chapter 6. The Voice of the Market
Chapter 7. Quality & Innovation in Process Design
12/16/15 4 Iona Joel Seligman, CEO of Northern Westchester Hospital
12/23/15 No Class
12/30/15 No Class
1/6/16 5 NWH Maria Hale, VP Patient & Family Advocacy
1/13/16 6 NWH Kate O’keefe, VP Quality Management
1/20/16 7 Iona
Chapter 8. Designing Quality Services
Chapter 10. The Tools of Quality
1/27/16 8 Iona
Chapter 12. Statistically Quality Improvement for Attributes
Chapter 13. Six-Sigma Management and Lean Tools
2/3/16 9 Iona
Chapter 14. Managing Teams and Projects
Chapter 15. Implementing and Validating
2/10/16 10 Iona Presentations (2 groups)
2/17/16 11 Iona Presentations (2 groups)
2/24/16 12 Iona Wrap-up & Final
Project
Board of Trustees
Presentations During the
Last 2 Classes
1 - 8
The Board’s
Overall Strategic Initiatives
To be the leader in patient centered care
Top 10% in nationally accepted clinical and service
quality indicators
Employer of choice
Reduce the cost of care by 20% over 5 years
1 - 9
The Board has Strategi.
The chapter commences by providing a comprehensive overview of TQM, presenting it as a holistic approach to managing quality across all aspects of an organization. It elucidates how TQM encompasses various elements, including leadership commitment, customer focus, employee engagement, continuous improvement, and data-driven decision making. By integrating these components, TQM aims to create a culture of quality throughout the organization, fostering a relentless pursuit of excellence.
Next, the chapter explores the historical evolution of TQM, tracing its roots back to quality pioneers such as W. Edwards Deming, Joseph M. Juran, and Armand V. Feigenbaum. It highlights their contributions to the development of TQM principles and philosophies, emphasizing the paradigm shift from a reactive, inspection-based approach to a proactive, preventive one.
Moreover, the chapter delves into the core principles of TQM, elucidating concepts such as customer satisfaction, continuous improvement, employee empowerment, and process optimization. It emphasizes the significance of customer-centricity, stressing that meeting and exceeding customer expectations is the cornerstone of TQM.
Furthermore, the chapter expounds upon the benefits of implementing TQM within an organization. It discusses how TQM can enhance product and service quality, increase customer loyalty, boost operational efficiency, reduce costs, and drive innovation. By adopting TQM principles, organizations can gain a competitive edge and position themselves as leaders in their respective industries.
Lastly, the chapter provides an overview of the implementation strategies for TQM. It outlines the steps involved in initiating a TQM program, including establishing a quality management system, conducting employee training, fostering a culture of continuous improvement, and measuring performance through key quality metrics. The chapter emphasizes the importance of top leadership commitment and employee involvement in successfully implementing TQM.
Chapter 1, Quality Assurance, Total Quality Management, Zia Ul Haq, Spring 2016, Preston University Karachi, Service Quality, Quality in Product, Quality in Service, Juran 10 Points, Baldrige Award, Croby 14 Points
Similar to Quality Assurance and Quality Control - Areas of Improvement (20)
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
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Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Quality Assurance and Quality Control - Areas of Improvement
1.
2. Content
• What is Quality
• Quality in an organization
• What got us here?
• Deming – 14 points
• Dr. Juran – Trilogy
• Quality Improvement
• Quality Professional
• How can you make a difference?
3. What is Quality?
Webster’s Dictionary
degree of excellence of a thing
American Society for Quality
totality of features and characteristics that satisfy needs
Consumer’s and Producer’s Perspective
Fitness for use
• how well product or service does what it is supposed to
Quality of design
• designing quality characteristics into a product or service
A Mercedes and a Ford are equally “fit for use,” but with different design
dimensions
5. What is wrong?
Thinking that Quality is expensive; it lowers productivity
Thinking that Quality is intangible; it cannot be managed
Thinking that Poor quality means poor workers
Thinking that Quality is the responsibility of quality department only
Thinking that Quality is a Department
Thinking that Quality is role specific
Thinking that Quality is someone else’s job
Thinking that Quality is not a major issue; it has little impact on the company
6. What is not Quality?
Quality is not a “cost center”
Quality is not final inspection
Quality is not something that someone else has in their job description
7. Where do we go from here?
We must go back to the past………. Back to the basics
Basics …………..
Which Quality leaders have been advocating from many years
8. Deming -------- 14 Points
From Deming's 14 Points :
Create constancy of purpose
Adopt a new philosophy
Drive Out Fear
Break down barriers between departments
Remove barriers that rob workers…of their right to pride of workmanship
Institute a vigorous program of education and self improvement
9. QI* Company
Ordinary Company
QI* Company
Quality is expensive.
Quality leads to lower costs.
Inspection is the key to quality.
Inspection is too late. Workers should
produce defect-free goods, right at first time
Defects are caused by workers.
Most defects are caused by the system
Rewarding the best performers and
punishing the worst will lead to
greater productivity and creativity
Most variation is caused by the systems that
judge, punish, destroy teamwork.
Profits are made by keeping
revenue high and costs down.
Profits are generated by loyal customers.
*QI = Quality Improvement
10. Dr. Juran -------- Trilogy
From Dr. Juran’s Trilogy:
Quality Planning:
Determine who the customers are.
Determine the needs of the customers.
Develop product features that respond to customer’s needs.
Develop processes that are able to produce those product features.
Quality Control:
Evaluate actual Quality Performance.
Compare actual performance to quality goals.
Act on the differences
11. Dr. Juran -------- Trilogy
From Dr. Juran’s Trilogy:
Quality Improvement:
Establish the infrastructure needed to secure quality improvement
Identify specific needs for improvement – the improvement projects
Provide the resources, motivation, and training to teams
13. Customers – Internal & External
The Voice of the Customer describes the spoken and unspoken true needs
of the recipient of one’s goods or services.
The customer can be both internal and external, and its voice cannot be
overlooked.
Who are your external customers?
Who are your internal customers?
15. Quality Improvement - Pathway
Stakeholder involvement:
Quality Circles
Process Improvement Teams
Information Sharing
Communication Pathways:
Feedback Systems (more than just a suggestion box)
Customer Satisfaction Index-Internal Customers
Effective Audits
Training and Mentoring:
Quality Training
Team Training
Mentoring Programs
17. Quality Improvement
What is a Quality Professional?
A Quality Professional is ANY person that has a passion, zeal, and
discipline for:
Doing the right things at the right times…for the right reasons.
Empowering others through training, communication, better tools,
and mentorship.
Focused on improving systems, processes, and performance as a
result of heeding the Voice Of the Customer.
18. Quality Improvement
How can you make a difference?
Starting point for improvement - recognize the need
Be an agent for change in your organization
Show people how to prevent problems, not just identify them
Promote quality’s image - Inside & outside
Constantly learn more about quality
Educate, train, and support those who do the work