The document outlines 8 quality management principles standardized by ISO: 1) Customer focus, 2) Leadership, 3) People involvement, 4) Process orientation, 5) System management approach, 6) Continuous improvement, 7) Fact-based decision making, and 8) Mutually beneficial supplier relationships. Each principle is described in 1-3 paragraphs outlining its key aspects and requirements for effective implementation.
Measure the performance and durability of products with the help of quality management principles as it helps to achieve the desired business outcomes.
Measure the performance and durability of products with the help of quality management principles as it helps to achieve the desired business outcomes.
This presentation is on Total Quality Management which is also called as TQM. This presentation consist
1.Basic of Total Quality Management,
2.Evolution of Total Quality Management,
3. Implementation framework of Total Quality Management,
4. Quality Control Circle (QCC),
5.Implementation process and structure of the QCC,
6. Roles and responsibilities of the steering committee, facilitator, team leader and members
7. Activities sequences of the QCC
8. Challenges of Total Quality Management,
9. Tips for successful implementation of TQM
etc.
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
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
This presentation is on Total Quality Management which is also called as TQM. This presentation consist
1.Basic of Total Quality Management,
2.Evolution of Total Quality Management,
3. Implementation framework of Total Quality Management,
4. Quality Control Circle (QCC),
5.Implementation process and structure of the QCC,
6. Roles and responsibilities of the steering committee, facilitator, team leader and members
7. Activities sequences of the QCC
8. Challenges of Total Quality Management,
9. Tips for successful implementation of TQM
etc.
Cost of Quality is a widely spread and widely misunderstood concept.Here is a presentation that will evaporate all your doubts regarding this topic.A very well explained case study of H&S motors.It is a very well structured presentation.
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 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.
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
Quality Management Principles
Quality Management System(QMS)
Total Quality Management(TQM)
ISO
ISO 9000
PPT
Seven Quality Management Principles
Customer Focus
Leadership
Engagement of People
Process Approach
Improvement
Evidence-Based Decision Making
Relationship Management
Statement
Rationale
Key benefits
quality assurance
quality control
gmp
Capital Investment Case Waterways Corporation is a private.docxhacksoni
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/organizational-excellence-framework-employees-1421
BENEFITS OF DOCUMENT
1. Undertake human resource planning that supports organizational plans
2. Recruit, select, train and develop employees
3. Encourage employees to share suggestions and ideas aimed at improvement
DOCUMENT DESCRIPTION
This is an introductory workshop on employees. It focuses on defining and implementing good employee practices that are covered in the Organizational Excellence Framework (copyright 2010 Dawn Ringrose) publication that integrates global excellence models and provides implementation guidelines for the practitioner. These practices have been validated by over 20 years of research.
The employee practices include: Undertaking human resource planning that supports organization goals and objectives; Recruiting and selecting people for mutual success; Promoting equal opportunity and diversity; Ensuring people understand and commit to the strategic direction and improvement goals; Getting people involved with improvement initiatives; Encouraging employees to share ideas and suggestions; Encouraging employees to be innovative and take risks; Determining the training needs of employees and providing the necessary training; Ensuring employees have adequate compensation and benefits; Rewarding and recognizing strong performance of both individuals and teams; Ensuring a healthy workplace environment and involving people in addressing issues related to health and wellness; Removing barriers to employee effectiveness.
Each practice includes a definition, implementation guidelines and practical examples and may include applicable research findings. The workshop is formatted so that participants learn about best management practices related to the topic and have an opportunity to self-assess against the practices and develop an improvement plan to address gaps.
This workshop is part of a consulting toolkit that includes: the Organizational Excellence Framework publication, scenario games, automated assessments, holistic workshops for micro to large size organizations and modular workshops for each key management area (governance, leadership, planning, customers, employees, work processes, suppliers and partners, resource management, continuous improvement & performance measurement).
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and skillful execution; it represents the wise choice of many alternatives”.
William A. Foster
2. Quality Management Principles standardized by ISO
1. Customer focused Organization
2. Leadership
3. Involvement of people
4. Process orientation
5. System approach to management
6. Continuous Improvement
7. Factual approach to decision making
8. Mutually beneficial supplier relationships.
3. 1. Customer focused
Organization
Organizations depend on their customers and therefore should
understand current and future needs, meet customer requirements
and strive to exceed customer expectations. This requires :
• Identification of customers ( Internal & external )
• Understanding stated and implied needs / expectations.
• Establishing measures of satisfaction customer needs/ expectations.
4. Customer focused
Organization
• Determining how far customer needs are being met at present.
• Efficient processing of customer complaints.
• Establishing customer focus down the line including distributors.
• Seeking customer feedback and its analysis for taking measures to
improve customer satisfaction.
5. 2. Leadership
Leaders establish unity of purpose and direction of the organization.
They should create and maintain the internal environment in which
people can become fully involved in achieving the organization's
objectives. This requires the following steps :
• Establish long term vision and strategy.
• Enlist others in a common vision by appealing to their values, interests,
hopes and dreams.
6. Leadership
• Search for challenging opportunities to change, grow, innovate
and improve.
• Experiment, take risk and learn from the mistakes.
• Foster collaboration by promoting cooperative goals and building
trust.
7. Leadership
• Strengthening others by sharing information and power and
increasing their discretion and visibility.
• Set an example by behaving in the ways that is consistent with the
stated values.
• Plan small wins that promote consistent progress and build
commitment.
• Recognize individual contributions to the success of every project.
8. 3. Involvement of people
People at all levels are the essence of an organization and their full
involvement enables their abilities to be used for the organization’s
benefit. This requires :
• Employees must be treated with dignity and respect.
• They must be trained to build competence where required.
• Each employee must know what exactly is required to be done and
where possible must be able to assess the quality of his work.
• Fear must be totally removed from the organization and employees must
be encouraged to bring out weakness in the system.
9. Involvement of people
• Empower employees to take appropriate action in their area of work for
improvement.
• In case of a mistake, examine the system rather than the man to
prevent its recurrence.
• Involve employees in quality plans and draw upon their intimate
knowledge of processes for improvement.
• Assess employee satisfaction level and take appropriate measures to
improve their morale so that they take pride in belonging to the
company.
10. 4. Process
orientation
A desired result is achieved more efficiently when related resources
and activities are managed as a process. This requires :
• Planning of processes to meet customer requirements.
• Process capability study and qualification of process.
• Establishment of mechanism to keep process under control.
• Ownership of process with full responsibility of quality.
11. Process orientation
• Verification of product/ service for conformance before instruments.
• Maintenance/ calibration of process equipments and measuring
instruments.
• Analysis of process data for improvement.
12. 5. System approach to
management
Identifying, understanding and managing a system of interrelated
processes for a given objective improves the organization’s
effectiveness and efficiency. This requires -
13. System approach to
management
• Clear objectives.
• Organizational structure with well defined authority and
responsibility.
• Planning for Quality .
• Control of functions affecting quality.
• Coordinating of interrelated processes.
• Audit mechanism for self regulated organization.
14. 6. Continuous Improvement
Continuous improvement should be a permanent objective of the
organization. This requires :
• Measurement of quality.
• Analysis of quality data and investigations for non conformities.
• Seeking opportunities for improvement rather than reacting to quality
problems.
• Benchmarking.
15. Continuous Improvement
• Organization for quality improvement like quality circles, quality
improvement teams for taking up specific projects.
• Review of Q.I.P’s ( Quality Improvement Projects ) by top
management.
• Recognition of significant achievements.
16. 7. Factual approach to
decision making
Effective decisions are based on the analysis of data and information. This
requires :
Recording of data on :
Quantitative production
Equipment failures
Process conditions
Delivery performance
Customer complaints
Quality costs
Supplier performance.
17. Factual approach to
decision making
• Ensuring the data is accurate, reliable and accessible.
• Analysis of data to understand the impact on organizational
performance and cost implications and for deciding corrective actions.
• Data on results of application of corrective action.
18. 8. Mutually beneficial
supplier relationships .
An organization and its suppliers are interdependent, and a mutually
beneficial relationship enhances the ability of both to create value. This
requires :
• Consideration of quality capability while selecting vendors.
• Specification of quality on purchase documents.
• Clear understanding of supplier needs.
19. Mutually beneficial
supplier relationships.
• Mutual trust and share responsibility and accountability.
• Clear and open communication.
• Mutual commitment for continuous improvement.