Quality mgt.
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This document discusses quality management and provides definitions and principles related to quality. It defines quality as the degree to which inherent characteristics fulfill requirements. Quality management is coordinated activities to direct an organization regarding quality. There are eight key principles that form the basis of a quality system: customer focus, leadership, involvement of people, process approach, management system approach, continual improvement, evidence-based decision making, and beneficial supplier relationships. The document also outlines five phases of advanced product quality planning and provides checklists to evaluate quality assurance systems.
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Chapter 3
A Quality Management System (QMS) is an organization's collection of business processes focused on achieving quality policy and objectives to meet customer requirements. A QMS establishes a framework for consistent and efficient performance to help organizations meet their objectives and continuously improve through its structure of policies, procedures, processes and resources needed to implement quality management.
Role of Top management
This document provides an overview of an ISO 9001:2015 quality management system training program. It summarizes key aspects of the PDCA cycle and various ISO 9001 clauses related to planning, leadership, performance evaluation, and improvement. The clauses discussed include understanding organizational context, leadership responsibilities, internal audits, management reviews, corrective actions, and continual improvement processes. The training aims to help organizations understand and effectively implement the requirements of the ISO 9001 standard.
Vision and Mission To Assure TQM
This document discusses vision and mission statements for assuring total quality management (TQM) in the pharmaceutical industry. It defines key elements of TQM including a focus on customers, continuous improvement, and facts-based decision making. The vision statement expresses an organization's aspirations, while the mission statement describes its purpose and customers. Together, clear vision and mission statements can guide an organization to achieve TQM and high product quality through strategic planning and a commitment to quality from all employees.
performance measures
The document discusses performance measurement and its importance in a business organization. It defines performance measurement as quantitatively evaluating products, services, and processes. It explains that performance measures help understand how well an organization is doing, if it's meeting goals, and where improvements are needed. The document also discusses the Baldrige criteria for performance excellence and its seven factors for evaluating organizational performance.
Tqm unit 2
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
Performance management
Performance Management
Performance management is a process by which managers and employees work together to plan, monitor and review an employee's work objectives and overall contribution to the organization
Quality Culture
Culture is an integral part of an organization and Quality is one of the key focus of current business environment.Thus creating a need of changing existing traditional culture in to a quality culture.
Tricks & Teckniques to improve or bring the quality in an organization
The document outlines tricks and techniques that can improve quality in an organization according to ISO 9001:2008 standards. It identifies tricks like having customer-centric and employee-involved processes, leadership, continual improvement, and win-win partnerships. Techniques discussed include Six Sigma, TQM, quality assurance, documentation, and models like FADE and PDSA that follow the plan-do-study-act cycle.
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Chapter 3
A Quality Management System (QMS) is an organization's collection of business processes focused on achieving quality policy and objectives to meet customer requirements. A QMS establishes a framework for consistent and efficient performance to help organizations meet their objectives and continuously improve through its structure of policies, procedures, processes and resources needed to implement quality management.
Role of Top management
This document provides an overview of an ISO 9001:2015 quality management system training program. It summarizes key aspects of the PDCA cycle and various ISO 9001 clauses related to planning, leadership, performance evaluation, and improvement. The clauses discussed include understanding organizational context, leadership responsibilities, internal audits, management reviews, corrective actions, and continual improvement processes. The training aims to help organizations understand and effectively implement the requirements of the ISO 9001 standard.
Vision and Mission To Assure TQM
This document discusses vision and mission statements for assuring total quality management (TQM) in the pharmaceutical industry. It defines key elements of TQM including a focus on customers, continuous improvement, and facts-based decision making. The vision statement expresses an organization's aspirations, while the mission statement describes its purpose and customers. Together, clear vision and mission statements can guide an organization to achieve TQM and high product quality through strategic planning and a commitment to quality from all employees.
performance measures
The document discusses performance measurement and its importance in a business organization. It defines performance measurement as quantitatively evaluating products, services, and processes. It explains that performance measures help understand how well an organization is doing, if it's meeting goals, and where improvements are needed. The document also discusses the Baldrige criteria for performance excellence and its seven factors for evaluating organizational performance.
Tqm unit 2
Leadership and employee involvement are key principles of total quality management. Effective leaders demonstrate commitment to quality and empower employees. They establish clear quality values and goals. Leaders use different styles including directing, consulting, and delegating. Key roles of TQM leaders include establishing quality policies, cultural change, and quality improvement programs. Employee involvement is critical through empowerment, motivation, teamwork, and recognition. Performance appraisal provides feedback to employees. Quality councils provide direction and strategic quality planning sets long-term goals. Continuous process improvement is also important in TQM.
Performance management
Performance Management
Performance management is a process by which managers and employees work together to plan, monitor and review an employee's work objectives and overall contribution to the organization
Quality Culture
Culture is an integral part of an organization and Quality is one of the key focus of current business environment.Thus creating a need of changing existing traditional culture in to a quality culture.
Tricks & Teckniques to improve or bring the quality in an organization
The document outlines tricks and techniques that can improve quality in an organization according to ISO 9001:2008 standards. It identifies tricks like having customer-centric and employee-involved processes, leadership, continual improvement, and win-win partnerships. Techniques discussed include Six Sigma, TQM, quality assurance, documentation, and models like FADE and PDSA that follow the plan-do-study-act cycle.
Obstacle to tqm
There are several obstacles to implementing total quality management (TQM) in the banking, healthcare, and education sectors. Some of the key obstacles include lack of management commitment, lack of proper training and education for employees, incompatible organizational structures, lack of employee involvement, lack of access to necessary data, and inadequate attention to internal customers. Overcoming these obstacles requires strong leadership from management and organizational changes to empower employees and improve communication and processes.
High quality Administration Software (QMS)
The document discusses quality management in the context of administration software, processes, and key performance indicators. It provides definitions of total quality management from official terminology as embracing ideas like employee involvement and continuous improvement. Lessons learned are quality management techniques gained from positive and negative project experiences to improve processes. The International Standard for Quality Management adopts management concepts that can guide organizations towards improved efficiency, using standards and tools to monitor that processes follow quality requirements.
Culture of quality workshop - Qualsys Training Workshop
Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
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Team Based Migration
The document describes the process of migrating a production process management system from a supervisor-controlled model to a self-managed team-based model. It involves shifting from direct supervisor involvement to an indirect, facilitative role. The migration path moves from tight supervisor control to team leaders taking on more responsibility and accountability. It aims to better align individual, team and organizational objectives to ultimately improve efficiency, motivation and continuous improvement.
39635837 iso-9001-2008-awarness
The document discusses quality management systems and ISO 9000 standards. It defines key terms like quality, quality management system, and describes the eight quality management principles. It explains the requirements of a quality management system including documentation requirements and the responsibilities of management.
Organization For Quality
The document discusses the evolution of organizational structures for quality from the 1980s to the future. It describes how quality management tasks have shifted from quality departments to functional lines and teams. It also discusses parallel organizations that exist alongside regular structures for non-routine change programs. Going forward, the document suggests organizations will break down walls between functional departments.
Lecture of TQM
The document outlines the principles of the Deming Philosophy for quality management. It discusses creating aims and purposes, learning the philosophy, understanding inspection, improving processes continuously, instituting training and leadership. It also covers driving out fear, optimizing team efforts, eliminating quotas and exhortations, removing barriers to work, and encouraging education. The role of TQM leaders is described as being responsible for quality improvement and ensuring decisions align with quality statements. TQM implementation begins with senior managers and includes forming a quality council, training everyone, and having the council decide quality improvement projects. The document also discusses quality statements, strategic planning, and setting strategic quality goals and objectives.
Quality management system improve your performance
A quality management system helps organizations meet customer requirements and exceed expectations. To implement a QMS, an organization should first define a quality policy and objectives. It should then create process maps to identify defects and maintain proper documentation. Finally, the organization should use the QMS to monitor performance, measure outcomes, and find areas for improvement. This will help the business develop strong customer relationships and boost quality standards.
Elements Of Tqm Framework
Total Quality Management (TQM) is a management approach that seeks to continuously improve processes and satisfy customers. It is built on a foundation of ethics, integrity, and trust which allows everyone in the organization to be involved. These elements foster openness and cooperation needed for TQM. The purpose of TQM is to establish systems that prevent defects by continuously benchmarking against competitors and improving products, processes, and employees. Feedback and recognition are also important aspects of TQM to maintain achievement and drive continuous improvement.
TQM
Total Quality Management (TQM) is a comprehensive, organization-wide effort to improve quality. It involves integrating quality principles into an organization's management systems. The document discusses key TQM concepts like quality perspectives, levels, history, philosophies of Deming, Juran and Crosby, and tools for process management, control and improvement like flow charts, check sheets, control charts and kaizen. It emphasizes continuous improvement through small group activities like quality circles and kaizen teams.
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The document discusses concepts related to Total Quality Management (TQM) including its philosophy, focus elements, history, and key principles. It describes TQM as a continuous improvement philosophy that aims to satisfy customers and mobilize the entire organization. The document outlines criteria for evaluating organizations, including leadership, strategic planning, customer focus, information analysis, human resource development, process management, and business results. It provides examples of how TQM principles can be applied to areas like strategic planning, customer satisfaction, process management, and human resource development.
Quality circle
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
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Donna Schilder has over 25 years of experience as a leadership, career, and business coach helping clients in various industries improve their skills and businesses. She has coached individuals on leadership, communication, strategic thinking and career transitions, as well as facilitating training programs and strategic planning sessions for organizations.
Quality Management Principles Become CEO Management Practices!
The document discusses the eight quality management principles (QMP) outlined in ISO standards: customer focus, leadership, involvement of people, process approach, systematic approach to management, continual improvement, factual approach to decision-making, and mutually beneficial supplier relationships. It provides details on how each principle can be applied and benefits organizations by improving performance, productivity, efficiency and customer satisfaction. Implementing the eight principles requires leadership, vision, communication and planning to establish them as a management system.
Departmentation in Management
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Phil Stevens Brochure
Philip A Stevens Consulting is a management consulting firm that helps companies achieve improved business performance through proven methodology for analyzing and designing effective business systems. The firm specializes in areas like risk management, strategic planning, knowledge management, and supplier management. With over 38 years of experience in quality management and business systems, Philip Stevens has helped clients map their work processes and realize opportunities for training, waste reduction, and improved products. One client noted that Philip was able to quickly assist them with mapping work flows to provide a better customer experience while identifying inefficient areas.
quality management system (QMS)
The document discusses quality management systems (QMS) and their key principles:
1) A QMS is a management system that directs and controls a pharmaceutical company in terms of quality, based on ISO 9000 standards.
2) Quality is built into processes rather than improved through additional testing.
3) Key principles of an effective QMS include customer focus, leadership, engagement of people, a process approach, improvement, evidence-based decision making, and relationship management.
1qms concept
The document defines key terms related to quality management systems including quality management system (QMS), quality, ISO 9000 standards, and documentation requirements. It explains that a QMS uses a process approach and PDCA cycle to direct an organization towards achieving quality objectives and enhancing customer satisfaction. It also outlines the basic components and benefits of establishing a QMS.
1qms concept
The document defines key terms related to quality management systems including quality management system (QMS), quality, ISO 9000 standards, and documentation requirements. It explains that a QMS is a management system that directs and controls an organization regarding quality. It establishes quality policies, objectives, planning, control, assurance and improvement. ISO 9001 provides requirements for implementing a QMS to consistently meet customer needs and requirements. Effective documentation is important for training, communication, process control and continual improvement.
quality_management.ppt
This document discusses the evolution of quality concepts over time. It begins with an emphasis on craftsmanship in the 19th century. The industrial revolution led to a focus on specifications, measurement and inspection. Statistical quality control was developed after World War 2. More recently, there has been a shift to defect prevention and quality management systems. The key aspects of a quality management system discussed include customer focus, leadership, involvement of people, and continual improvement.
Quality presentation
The document presents concepts related to quality including quality, quality control, quality assurance, quality management, and total quality management. It defines quality as the totality of features and characteristics that allow a product to meet stated or implied needs. Quality control is the process of reviewing all production factors to fulfill quality requirements, with an emphasis on controls, processes, competence, and soft elements. Quality assurance aims to prevent defects and problems when delivering solutions, focusing on providing confidence that requirements will be met. Quality management is a systematic set of documented and maintained operating procedures ensuring consistent business growth through quality planning, assurance, control, and improvement. Total quality management is defined as a process aimed at increasing stakeholder satisfaction through individual and organizational development.
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Obstacle to tqm
There are several obstacles to implementing total quality management (TQM) in the banking, healthcare, and education sectors. Some of the key obstacles include lack of management commitment, lack of proper training and education for employees, incompatible organizational structures, lack of employee involvement, lack of access to necessary data, and inadequate attention to internal customers. Overcoming these obstacles requires strong leadership from management and organizational changes to empower employees and improve communication and processes.
High quality Administration Software (QMS)
The document discusses quality management in the context of administration software, processes, and key performance indicators. It provides definitions of total quality management from official terminology as embracing ideas like employee involvement and continuous improvement. Lessons learned are quality management techniques gained from positive and negative project experiences to improve processes. The International Standard for Quality Management adopts management concepts that can guide organizations towards improved efficiency, using standards and tools to monitor that processes follow quality requirements.
Culture of quality workshop - Qualsys Training Workshop
Establish and nurture a culture of quality within your organisation with this quality culture training.
More tools and resources at https://quality.eqms.co.uk/culture-of-quality-toolkit
The slides contain:
- How to sustain a culture of quality
- Culture of quality and continuous improvement
- Culture of quality vision statement
Team Based Migration
The document describes the process of migrating a production process management system from a supervisor-controlled model to a self-managed team-based model. It involves shifting from direct supervisor involvement to an indirect, facilitative role. The migration path moves from tight supervisor control to team leaders taking on more responsibility and accountability. It aims to better align individual, team and organizational objectives to ultimately improve efficiency, motivation and continuous improvement.
39635837 iso-9001-2008-awarness
The document discusses quality management systems and ISO 9000 standards. It defines key terms like quality, quality management system, and describes the eight quality management principles. It explains the requirements of a quality management system including documentation requirements and the responsibilities of management.
Organization For Quality
The document discusses the evolution of organizational structures for quality from the 1980s to the future. It describes how quality management tasks have shifted from quality departments to functional lines and teams. It also discusses parallel organizations that exist alongside regular structures for non-routine change programs. Going forward, the document suggests organizations will break down walls between functional departments.
Lecture of TQM
The document outlines the principles of the Deming Philosophy for quality management. It discusses creating aims and purposes, learning the philosophy, understanding inspection, improving processes continuously, instituting training and leadership. It also covers driving out fear, optimizing team efforts, eliminating quotas and exhortations, removing barriers to work, and encouraging education. The role of TQM leaders is described as being responsible for quality improvement and ensuring decisions align with quality statements. TQM implementation begins with senior managers and includes forming a quality council, training everyone, and having the council decide quality improvement projects. The document also discusses quality statements, strategic planning, and setting strategic quality goals and objectives.
Quality management system improve your performance
A quality management system helps organizations meet customer requirements and exceed expectations. To implement a QMS, an organization should first define a quality policy and objectives. It should then create process maps to identify defects and maintain proper documentation. Finally, the organization should use the QMS to monitor performance, measure outcomes, and find areas for improvement. This will help the business develop strong customer relationships and boost quality standards.
Elements Of Tqm Framework
Total Quality Management (TQM) is a management approach that seeks to continuously improve processes and satisfy customers. It is built on a foundation of ethics, integrity, and trust which allows everyone in the organization to be involved. These elements foster openness and cooperation needed for TQM. The purpose of TQM is to establish systems that prevent defects by continuously benchmarking against competitors and improving products, processes, and employees. Feedback and recognition are also important aspects of TQM to maintain achievement and drive continuous improvement.
TQM
Total Quality Management (TQM) is a comprehensive, organization-wide effort to improve quality. It involves integrating quality principles into an organization's management systems. The document discusses key TQM concepts like quality perspectives, levels, history, philosophies of Deming, Juran and Crosby, and tools for process management, control and improvement like flow charts, check sheets, control charts and kaizen. It emphasizes continuous improvement through small group activities like quality circles and kaizen teams.
Tqm Slides
The document discusses concepts related to Total Quality Management (TQM) including its philosophy, focus elements, history, and key principles. It describes TQM as a continuous improvement philosophy that aims to satisfy customers and mobilize the entire organization. The document outlines criteria for evaluating organizations, including leadership, strategic planning, customer focus, information analysis, human resource development, process management, and business results. It provides examples of how TQM principles can be applied to areas like strategic planning, customer satisfaction, process management, and human resource development.
Quality circle
(1) Quality circles are small groups of employees who voluntarily meet regularly to identify improvements in their work using problem-solving techniques. (2) They are based on recognizing the value of workers and involving human resources in improving quality and productivity. (3) The objectives of quality circles are to change attitudes from not caring to caring, develop self and team skills, and improve organizational culture.
POM
The document discusses quality management and enterprise resource planning (ERP). It provides information on quality management including definitions, key aspects like leadership and continuous improvement, steps to achieve six sigma, and implementing and improving a quality management system. It also discusses the history and benefits of ERP systems, including tangible benefits like improved productivity and lower costs, and intangible benefits like increased transparency.
Resume
Donna Schilder has over 25 years of experience as a leadership, career, and business coach helping clients in various industries improve their skills and businesses. She has coached individuals on leadership, communication, strategic thinking and career transitions, as well as facilitating training programs and strategic planning sessions for organizations.
Quality Management Principles Become CEO Management Practices!
The document discusses the eight quality management principles (QMP) outlined in ISO standards: customer focus, leadership, involvement of people, process approach, systematic approach to management, continual improvement, factual approach to decision-making, and mutually beneficial supplier relationships. It provides details on how each principle can be applied and benefits organizations by improving performance, productivity, efficiency and customer satisfaction. Implementing the eight principles requires leadership, vision, communication and planning to establish them as a management system.
Departmentation in Management
Departmentation refers to the classification of business activities into functional categories. There are several bases for departmentation, including function, product, region, customers, process, time, numbers, and marketing channels. Departmentation by function groups activities based on the functions performed and is the most common approach. It ensures proper performance control but can make management control more difficult. Departmentation by product and region can maximize efficiency but also increase costs. Departmentation should balance effective organization with costs.
Phil Stevens Brochure
Philip A Stevens Consulting is a management consulting firm that helps companies achieve improved business performance through proven methodology for analyzing and designing effective business systems. The firm specializes in areas like risk management, strategic planning, knowledge management, and supplier management. With over 38 years of experience in quality management and business systems, Philip Stevens has helped clients map their work processes and realize opportunities for training, waste reduction, and improved products. One client noted that Philip was able to quickly assist them with mapping work flows to provide a better customer experience while identifying inefficient areas.
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Similar to Quality mgt.
quality management system (QMS)
The document discusses quality management systems (QMS) and their key principles:
1) A QMS is a management system that directs and controls a pharmaceutical company in terms of quality, based on ISO 9000 standards.
2) Quality is built into processes rather than improved through additional testing.
3) Key principles of an effective QMS include customer focus, leadership, engagement of people, a process approach, improvement, evidence-based decision making, and relationship management.
1qms concept
The document defines key terms related to quality management systems including quality management system (QMS), quality, ISO 9000 standards, and documentation requirements. It explains that a QMS uses a process approach and PDCA cycle to direct an organization towards achieving quality objectives and enhancing customer satisfaction. It also outlines the basic components and benefits of establishing a QMS.
1qms concept
The document defines key terms related to quality management systems including quality management system (QMS), quality, ISO 9000 standards, and documentation requirements. It explains that a QMS is a management system that directs and controls an organization regarding quality. It establishes quality policies, objectives, planning, control, assurance and improvement. ISO 9001 provides requirements for implementing a QMS to consistently meet customer needs and requirements. Effective documentation is important for training, communication, process control and continual improvement.
quality_management.ppt
This document discusses the evolution of quality concepts over time. It begins with an emphasis on craftsmanship in the 19th century. The industrial revolution led to a focus on specifications, measurement and inspection. Statistical quality control was developed after World War 2. More recently, there has been a shift to defect prevention and quality management systems. The key aspects of a quality management system discussed include customer focus, leadership, involvement of people, and continual improvement.
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The document presents concepts related to quality including quality, quality control, quality assurance, quality management, and total quality management. It defines quality as the totality of features and characteristics that allow a product to meet stated or implied needs. Quality control is the process of reviewing all production factors to fulfill quality requirements, with an emphasis on controls, processes, competence, and soft elements. Quality assurance aims to prevent defects and problems when delivering solutions, focusing on providing confidence that requirements will be met. Quality management is a systematic set of documented and maintained operating procedures ensuring consistent business growth through quality planning, assurance, control, and improvement. Total quality management is defined as a process aimed at increasing stakeholder satisfaction through individual and organizational development.
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The presentation describes in a comprehensive manner the various aspects of quality and how to develop a quality assurance system in the hospital.
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Quality Management
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Tqm
Total Quality Management (TQM) is a philosophy that involves everyone in an organization working together continuously to improve quality and meet customer needs. The key elements of TQM include top management commitment to quality, customer involvement, continuous improvement, and strategic planning for quality. TQM aims to meet both internal and external customer requirements through reliability, responsiveness, communication and understanding. It focuses on preventing defects and improving processes and quality at the organizational, performer, and process levels.
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The document outlines the core elements of a quality management system (QMS), including quality policy and objectives, quality manual, organizational structure and responsibilities, data management, processes, customer satisfaction, continuous improvement, quality instruments, and document control and management. It provides details on each element, emphasizing the importance of establishing standardized processes, monitoring customer satisfaction, continual improvement, and effective document management.
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This document discusses quality management systems (QMS) and their key principles and benefits. It outlines the main components of a QMS including customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. It emphasizes that a QMS establishes unity of purpose, improves processes and communication, enhances learning and innovation, and improves decision making and relationships with interested parties. Finally, it notes that a quality assurance system within a QMS ensures products meet safety, quality and efficacy requirements and comply with regulations.
Quality and Strategy Summary
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Concept of Quality Management
A quality management system (QMS) is defined as a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.
A QMS helps coordinate and direct an organization’s activities to meet customer and regulatory requirements and improve its effectiveness and efficiency on a continuous basis.
This refers to the organization structure, responsibility, procedures, processes and resources needed to implement a comprehensive quality management programme.
It comprises of collective policies, plans, practices and the supporting infrastructure by which an organization aims to reduce and eventually eliminate non-conformance to specifications, standards and customer expectations in the most cost effective and efficient manner.
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An internal audit is an independent and objective evaluation of an organization's processes that aims to improve operations. It helps an organization achieve its objectives through a systematic review of processes to evaluate and enhance their effectiveness. A key aspect of a quality management system is its process-oriented approach, where an organization examines how all processes interact and integrate rather than looking at individual departments or processes separately. ISO 9001 is a generic quality management standard that establishes requirements and can be applied to any organization regardless of size, industry, or sector to improve its quality system.
iso.pptx
An internal audit is an independent and objective evaluation of an organization's processes and operations. It helps an organization accomplish its objectives by systematically evaluating and improving the effectiveness of its processes. A key aspect of a quality management system is its process-oriented approach, where an organization looks at how all of its processes interact and integrate rather than just individual departments or processes. ISO 9001 is a generic quality management standard that sets requirements and can be applied to any organization regardless of size, sector, or type of business to help improve its operations.
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The document discusses the basics of quality management systems including definitions of quality, total quality management, ISO standards, quality management principles, benefits of certification, and key aspects of establishing a quality management system such as developing processes, auditing performance, and continually reviewing and improving the system. It provides an overview of quality management concepts, standards, and implementation.
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This document discusses quality assurance and provides definitions and explanations of key concepts. It defines quality assurance as activities that provide confidence that quality-related activities are being performed effectively. Quality can refer to technical, philosophical, practical, or metaphysical interpretations. Quality assurance is important in the pharmaceutical industry to ensure high quality standards. Quality objectives and goals help organizations improve and are identified through various inputs and analyses. An effective quality management system uses a process approach.
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6 Sigma - Chapter7
1. Six Sigma improvement efforts require contributions from Executive Leaders, Project Champions, Master Black Belts, Black Belts, and Green Belts, each with different defined roles.
2. Executive Leaders keep Six Sigma focused on business problems and strategic goals, while Project Champions translate goals to individual units.
3. Master Black Belts are technical leaders who train and support Black Belts, while Black Belts manage projects and drive teams to deliver results through the Six Sigma process. Green Belts support Black Belt teams.
6 Sigma - Chapter6
The document discusses the concept of Cost of Quality (COQ) and compares it to Six Sigma. COQ quantifies quality problems in monetary terms and identifies costs from prevention, appraisal, and failures. COQ assessment provides opportunities for companies to set an improvement tone, support quality processes, and identify and address root causes of poor quality. COQ analysis indicates where failures most contribute to costs and the processes that cause those failures can then be improved to reduce costs more than increasing prevention costs. Six Sigma aims to minimize defects while COQ expresses waste in financial terms.
6 Sigma - Chapter5
The document discusses implementing Six Sigma in service industries. It explains that while manufacturing processes directly measure outputs like thickness or width, service processes can also be quantified by measuring factors like call handling time or calls attended per day. A company's accounts department found errors in vouchers were a major customer complaint. Analyzing sample vouchers found a defect rate of 30,000 parts per million, equivalent to a 3.35 sigma level. To improve, the company would identify the most critical quality factors, find the root causes of defects, design solutions, implement them, and verify improvements through ongoing audits.
6 Sigma - Chapter4
The document defines Six Sigma and explains its statistical concepts. Six Sigma aims to reduce defects per million opportunities by improving process capability and accounting for potential process shifts. It defines a capable process as having variation within ±3 sigma of the mean, capturing 99.73% of items. While most processes naturally vary within ±3 sigma, Six Sigma processes are designed such that this variation is only half the tolerance range. This allows achieving less than 3.4 defects per million opportunities. It also notes that processes may deviate from their centered position by up to 1.5 sigma, so Six Sigma accounts for this potential shift.
Pattern production
Pattern production is a production scheduling method where a fixed sequence of parts is produced. It has two basic principles: fixed time variable quantity, where production time is fixed but quantity may vary, and fixed quantity variable time, where quantity is fixed but production time may vary. Pattern production is necessary when capacity constraints exist that prevent meeting customer demand without it, such as when capacity is okay without changeovers but not with changeovers. Benefits include effective resource utilization, elimination of daily planning and unplanned overtime, and minimized production variation.
smed
This document discusses techniques for reducing changeover times when manufacturing different products or product variants. It introduces the concepts of SMED (Single Minute Exchange of Die), quick changeovers, and breaking changeover operations into internal and external components. The key techniques proposed include observing and video recording current changeover processes, analyzing to identify ways to externalize setup steps, and establishing goals and competitions to continuously reduce changeover times.
Methods of kaizen
This document discusses production methods and the concept of Kaizen or continuous improvement. It describes different production methods like job production, flow production, and batch production and factors to consider when choosing a method. These include the type of product, scale of production, and factor costs. The document also discusses how the layout and design of production can influence efficiency, output, costs and quality. It introduces the Japanese concept of Kaizen, which focuses on gradual, continuous improvement involving everyone in the organization and clear long-term vision. Quality assurance methods like Six Sigma also aim to eliminate defects through a data-driven approach and process improvement.
Dfmea rating
The document provides tables for rating the severity, occurrence, and detection of potential failures in Failure Mode and Effects Analysis (FMEA). The severity table ranks effects from hazardous without warning to none. The occurrence table ranks likelihood of failures from very high (>100/1000 items) to remote (<0.01/1000 items). The detection table ranks likelihood of detection from absolute uncertainty to error-proofed design. The tables provide guidance for numerically scoring these factors in FMEA.
Qip
This document provides an agenda for a supplier day meeting between Magna Donnelly and DaimlerChrysler. The agenda includes presentations on the voice of the customer from DaimlerChrysler, quality metrics and improvements at the Lowell plant, and Magna Donnelly's supply base expectations. It also includes time for questions and closing remarks. Supporting documents provide additional details on quality improvement plans, processes, and strategies being implemented at the Lowell plant to address quality issues, including fast response, control of non-conforming product, risk reduction, standardized operator training, and lessons learned.
Rodebaugh sixsigma[1]
The document discusses a case study evaluating the measurement system for a key quality variable (CTQ1) at W.R. Grace. A measurement systems analysis was conducted across four sites measuring CTQ1. The results showed high measurement variation compared to process variation, with an overall %GRR of 94.3. While some sites had acceptable P/T ratios and variation, the overall system lacked discrimination. Improving the measurement system accuracy and precision could help reduce hidden factory costs and further process improvements.
Tqm
Total Quality Management (TQM) focuses on satisfying both internal and external customers through continuous improvement involving everyone in an organization. It emphasizes management commitment, customer requirements, quality tools and techniques, and teamwork across all levels. The four pillars of TQM are satisfying customers, establishing robust systems and processes, developing people's skills, and using improvement tools.
Tpm+basics
The document discusses Total Productive Maintenance (TPM), which aims to maximize equipment effectiveness through employee involvement in maintenance. TPM evolved from Total Quality Management principles and was pioneered by Japanese manufacturers. It involves scheduling maintenance to minimize downtime, empowering employees to perform basic upkeep, and taking a long-term approach to continuous improvement. The goal of TPM is to increase productivity through reducing failures and losses.
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Applications of artificial Intelligence in Mechanical Engineering.pdf
Historically, mechanical engineering has relied heavily on human expertise and empirical methods to solve complex problems. With the introduction of computer-aided design (CAD) and finite element analysis (FEA), the field took its first steps towards digitization. These tools allowed engineers to simulate and analyze mechanical systems with greater accuracy and efficiency. However, the sheer volume of data generated by modern engineering systems and the increasing complexity of these systems have necessitated more advanced analytical tools, paving the way for AI.
AI offers the capability to process vast amounts of data, identify patterns, and make predictions with a level of speed and accuracy unattainable by traditional methods. This has profound implications for mechanical engineering, enabling more efficient design processes, predictive maintenance strategies, and optimized manufacturing operations. AI-driven tools can learn from historical data, adapt to new information, and continuously improve their performance, making them invaluable in tackling the multifaceted challenges of modern mechanical engineering.
A high-Speed Communication System is based on the Design of a Bi-NoC Router, ...
The Network on Chip (NoC) has emerged as an effective
solution for intercommunication infrastructure within System on
Chip (SoC) designs, overcoming the limitations of traditional
methods that face significant bottlenecks. However, the complexity
of NoC design presents numerous challenges related to
performance metrics such as scalability, latency, power
consumption, and signal integrity. This project addresses the
issues within the router's memory unit and proposes an enhanced
memory structure. To achieve efficient data transfer, FIFO buffers
are implemented in distributed RAM and virtual channels for
FPGA-based NoC. The project introduces advanced FIFO-based
memory units within the NoC router, assessing their performance
in a Bi-directional NoC (Bi-NoC) configuration. The primary
objective is to reduce the router's workload while enhancing the
FIFO internal structure. To further improve data transfer speed,
a Bi-NoC with a self-configurable intercommunication channel is
suggested. Simulation and synthesis results demonstrate
guaranteed throughput, predictable latency, and equitable
network access, showing significant improvement over previous
designs
FULL STACK PROGRAMMING - Both Front End and Back End
This ppt gives details about Full Stack Programming and its basics.
一比一原版(osu毕业证书)美国俄勒冈州立大学毕业证如何办理
原版一模一样【微信：741003700 】【(osu毕业证书)美国俄勒冈州立大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
校徽：象征着学校的荣誉和传承。
校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(osu毕业证书)美国俄勒冈州立大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
原版制作(Humboldt毕业证书)柏林大学毕业证学位证一模一样
原件一模一样【微信：bwp0011】《(Humboldt毕业证书)柏林大学毕业证学位证》【微信：bwp0011】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问微bwp0011
【主营项目】
一.毕业证【微bwp0011】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【微bwp0011】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
smart pill dispenser is designed to improve medication adherence and safety f...
Smart Pill Dispenser that boosts medication adherence, empowers patients, enables remote monitoring, enhances safety, reduces healthcare costs, and contributes to data-driven healthcare improvements
Prediction of Electrical Energy Efficiency Using Information on Consumer's Ac...
Energy efficiency has been important since the latter part of the last century. The main object of this survey is to determine the energy efficiency knowledge among consumers. Two separate districts in Bangladesh are selected to conduct the survey on households and showrooms about the energy and seller also. The survey uses the data to find some regression equations from which it is easy to predict energy efficiency knowledge. The data is analyzed and calculated based on five important criteria. The initial target was to find some factors that help predict a person's energy efficiency knowledge. From the survey, it is found that the energy efficiency awareness among the people of our country is very low. Relationships between household energy use behaviors are estimated using a unique dataset of about 40 households and 20 showrooms in Bangladesh's Chapainawabganj and Bagerhat districts. Knowledge of energy consumption and energy efficiency technology options is found to be associated with household use of energy conservation practices. Household characteristics also influence household energy use behavior. Younger household cohorts are more likely to adopt energy-efficient technologies and energy conservation practices and place primary importance on energy saving for environmental reasons. Education also influences attitudes toward energy conservation in Bangladesh. Low-education households indicate they primarily save electricity for the environment while high-education households indicate they are motivated by environmental concerns.
Ericsson LTE Throughput Troubleshooting Techniques.ppt
Ericsson LTE Throughput Troubleshooting Techniques
SCALING OF MOS CIRCUITS m .pptx
this ppt explains about scaling parameters of the mosfet it is basically vlsi subject
一比一原版(CalArts毕业证)加利福尼亚艺术学院毕业证如何办理
CalArts毕业证学历书【微信95270640】CalArts毕业证’圣力嘉学院毕业证《Q微信95270640》办理CalArts毕业证√文凭学历制作{CalArts文凭}购买学历学位证书本科硕士,CalArts毕业证学历学位证【实体公司】办毕业证、成绩单、学历认证、学位证、文凭认证、办留信网认证、（网上可查，实体公司，专业可靠）
(诚招代理)办理国外高校毕业证成绩单文凭学位证,真实使馆公证（留学回国人员证明）真实留信网认证国外学历学位认证雅思代考国外学校代申请名校保录开请假条改GPA改成绩ID卡
1.高仿业务:【本科硕士】毕业证,成绩单（GPA修改）,学历认证（教育部认证）,大学Offer,,ID,留信认证,使馆认证,雅思,语言证书等高仿类证书；
2.认证服务: 学历认证（教育部认证）,大使馆认证（回国人员证明）,留信认证（可查有编号证书）,大学保录取,雅思保分成绩单。
3.技术服务：钢印水印烫金激光防伪凹凸版设计印刷激凸温感光标底纹镭射速度快。
办理加利福尼亚艺术学院加利福尼亚艺术学院毕业证文凭证书流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）
-办理真实使馆公证（即留学回国人员证明）
-办理各国各大学文凭（世界名校一对一专业服务,可全程监控跟踪进度）
-全套服务：毕业证成绩单真实使馆公证真实教育部认证。让您回国发展信心十足！
（详情请加一下 文凭顾问+微信:95270640）欢迎咨询！子小伍玩小伍比山娃小一岁虎头虎脑的很霸气父亲让山娃跟小伍去夏令营听课山娃很高兴夏令营就设在附近一所小学山娃发现那所小学比自己的学校更大更美操场上还铺有塑胶跑道呢里面很多小朋友一班一班的快快乐乐原来城里娃都藏这儿来了怪不得平时见不到他们山娃恍然大悟起来吹拉弹唱琴棋书画山娃都不懂却什么都想学山娃怨自己太笨什么都不会斟酌再三山娃终于选定了学美术当听说每月要交元时父亲犹豫了山娃也说爸算了吧咱学校一学期才转
This study Examines the Effectiveness of Talent Procurement through the Imple...
In the world with high technology and fast
forward mindset recruiters are walking/showing interest
towards E-Recruitment. Present most of the HRs of
many companies are choosing E-Recruitment as the best
choice for recruitment. E-Recruitment is being done
through many online platforms like Linkedin, Naukri,
Instagram , Facebook etc. Now with high technology E-
Recruitment has gone through next level by using
Artificial Intelligence too.
Key Words : Talent Management, Talent Acquisition , E-
Recruitment , Artificial Intelligence Introduction
Effectiveness of Talent Acquisition through E-
Recruitment in this topic we will discuss about 4important
and interlinked topics which are
一比一原版(uoft毕业证书)加拿大多伦多大学毕业证如何办理
原版一模一样【微信：741003700 】【(uoft毕业证书)加拿大多伦多大学毕业证成绩单】【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
办理(uoft毕业证书)加拿大多伦多大学毕业证【微信：741003700 】外观非常简单，由纸质材料制成，上面印有校徽、校名、毕业生姓名、专业等信息。
办理(uoft毕业证书)加拿大多伦多大学毕业证【微信：741003700 】格式相对统一，各专业都有相应的模板。通常包括以下部分：
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校名:学校英文全称
授予学位：本部分将注明获得的具体学位名称。
毕业生姓名：这是最重要的信息之一，标志着该证书是由特定人员获得的。
颁发日期：这是毕业正式生效的时间，也代表着毕业生学业的结束。
其他信息：根据不同的专业和学位，可能会有一些特定的信息或章节。
办理(uoft毕业证书)加拿大多伦多大学毕业证【微信：741003700 】价值很高，需要妥善保管。一般来说，应放置在安全、干燥、防潮的地方，避免长时间暴露在阳光下。如需使用，最好使用复印件而不是原件，以免丢失。
综上所述，办理(uoft毕业证书)加拿大多伦多大学毕业证【微信：741003700 】是证明身份和学历的高价值文件。外观简单庄重，格式统一，包括重要的个人信息和发布日期。对持有人来说，妥善保管是非常重要的。
Levelised Cost of Hydrogen (LCOH) Calculator Manual
The aim of this manual is to explain the
methodology behind the Levelized Cost of
Hydrogen (LCOH) calculator. Moreover, this
manual also demonstrates how the calculator
can be used for estimating the expenses associated with hydrogen production in Europe
using low-temperature electrolysis considering different sources of electricity
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Quality mgt.
- 1. Quality Management » QUALITY - DEGREE TO WHICH A SET OF INHERENT CHARACTERISTICS FULFILS REQUIREMENTS. » CUSTOMER SATISFACTION – CUSTOMER’S PERCEPTION OF THE DEGREE TO WHICH THE CUSTOMER’S REQUIREMENTS HAVE BEEN FULFILLED. » QUALITY MANAGEMENT -- CO-ORDINATED ACTIVITIES TO DIRECT AND AN ORGANISATION WITH REGARD TO QUALITY.
- 2. Quality Management » QUALITY CONTROL –PART OF QUALITY MANAGEMENT, FOCUSSED ON FULFILLING QUALITY REQUIREMENTS. » QUALITY ASSURANCE – PART OF QUALITY MANAGEMENT, FOCUSSED ON PROVIDING CONFIDENCE THAT QUALITY REQUIREMENTS WILL BE FULFILLED.
- 3. Quality Management PRINCIPLES OF QUALITY MANAGEMENT » TO LEAD AND OPERATE AN ORGANISATION SUCCESSFULLY, IT IS NECESSARY TO DIRECT AND CONTROL IT IN A SYSTEMATIC AND TRASPARENT MANNER. » MANAGING AN ORGANISATION ENCOMPASSES QUALITY MANAGEMENT AMONGST OTHER MANAGEMENT DISCIPLINES. » EIGHT QUALITY MANAGEMENT PRINCIPLES WHICH FORM THE BASIS OF A QUALITY SYSTEM , ARE INDICATED IN THE NEXT SLIDE.
- 4. Quality Management EIGHT PRINCIPLES OF QUALITY MANAGEMENT » CUSTOMER FOCUSSED ORGANISATION » LEADERSHIP » INVOLVEMENT OF PEOPLE » PROCESS APPROACH » SYSTEMS APPROACH TO MANAGEMENT » CONTINUAL IMPROVEMENT » FACTUAL APPROACH TO DECISION MAKING » MUTUALLY BENEFICIAL SUPPLIER RELATIONSHIPS .
- 5. Quality Management USE P- D- C- A APPROACH FOR QMS ACT PLAN CHECK DO
- 6. Quality Management FIVE PHASES OF ADVANCED PRODUCT QUALITY PLANNING 1.PLAN AND DEFINE PROGRAM 2. PRODUCT DESIGN AND DEVELOPMENT 3. PROCESS DESIGN AND DEVELOPMENT 4 .PRODUCT AND PROCESS VALIDATION 5. FEEDBACK ASSESSMENT AND CORRECTIVE ACTIONS
- 7. S . N O . FEATURES REQUIRED AVAILABLE ADHERED ACTION REQUIRED 1 CONTROL PLAN 2 OPERATION STANDARD 3 GAUGES 4 STATUS OF GAUGE CALIBRATION 5 STATUS OF FIXTURE CALIBRATION 6 STORAGE FACILITY FOR GAUGES & FIXTURES CHECK LIST FOR QA SYSTEM PAGE 1 OF 2
- 8. S. N O. FEATURES REQUIRED AVAILABLE ADHERED ACTION REQUIRED 7 PROCESS CAPABILITY Cpk<1.33 1.33<=Cpk <=1.67 Cpk>1.67 NO. OF CHARACTERSTICS 8 NO. OF CONTROL CHARTS IN OPERATION 9 CUSTOMER COMPLAINTS TRACKED NOT TRACKED CA TAKEN FAILURE MODE OCCURRENCE CA EFFECTIVENESS 10 OPERATOR OWNER SHIP TRACKED NOT TRACKED OJT 11 RESPONSE TIME FOR CLOSING NCR < 48 HOURS > 48 HOURS 100 % CHECK LIST FOR QA SYSTEM PAGE 2 OF 2
- 9. THANK YOU