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Establishing, creating and organizing requirement of contract
Establishing, Creating and Organizing Requirement
Six Sigma DMAIC Case Study
This is a case study of how Six Sigma, using the DMAIC improvement methodology, can be applied in a
commercial environment
The Art of Planning and Writing Specs and Requirements--ISM 2010 Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
Chapter 10 Tools and Techniques for Quality Management.ppt
QMS have sub-elements, or tools, that enable users to tailor its use to specific project needs. There are seven conventional QMS tools: flow charts, Ishikawa diagrams, checklists, Pareto charts, histograms, scattergrams, and control charts.
Tools and Techniques for Quality Management
The tools and techniques most commonly used in Quality management and process improvement are: Cause and effect diagram. Control Charts. Histogram. Pareto Charts.
Powerhouse Museum Communication planThe following communicatio.docx
Powerhouse Museum Communication plan
The following communication plan outlines a sample plan for communicating the key messages about ……
A range of parties will need to be notified of the services the HR department will provide under the service level agreement
· who they are
· what to tell them
· how to tell them
· who is going to tell them
· when to tell them.
Target audience:
Who do we want to inform?
Key messages:
What do we want to tell them?
Communication methods:
How are we going to tell them?
Who is responsible for doing it?
Deadline:
By when does this need to happen?
Date completed
Employees
Managers
Contractors
Other Stakeholders
© Study Group Australia Pty Limited, ICHR1810-280815
POWERHOUSE MUSEUM
HR SERVICE AGREEMENT
This HR Service Agreement defines the terms and conditions under which we provide HR specialist services to a client.
This HR Service Agreement is intended for the purposes of formally setting up the relationship between YOUR COMPANY and the CLIENT COMPANY and to provide the foundation for a healthy business relationship.
This Agreement completes the responsibility for YOUR COMPANY to ensure the quality, compliance and timeliness of the output named in this agreement.
HR SERVICES AGREEMENT
Scope
This Agreement is made on __________ by and between
__________________________________, with offices at
____________________________________________.
HR Service Agreement Objectives
During the term of this Agreement, YOUR HR COMPANY will furnish HR services and advice as specifically requested by _______________________, Client and/or Client’s Representative.
The services and advice will relate to work being done or planned by Client in the field of HR Services, will be within YOUR COMPANY technical competence for those marked below:
· HR Health Check – total assessment of your HR systems in place
· Strategic planning – setting up processes, implementing HR plans and objectives
· Equal Opportunity – creating a responsive organisation
· Performance Management Systems – performance appraisals processing
· Job Analysis – creating proper job descriptions and specifications
· Staffing the Workplace – recruiting candidates, developing & using application forms
· Employee testing, interviewing and selection – types of tests & selection techniques
· Induction and Training – inducting employees, training techniques and processes
· Developing HR Managers – On and off the job training, key factors for success
· Appraising Performance – appraisal methods, appraisals in managing performance
· Remuneration and Incentives – pricing jobs, low – high level staff incentives
· Employee/Industrial Relations – legal framework
· Occupational Health and Safety Systems – planning for OH&S
· Staff Retention Programs
· Staff Incentive Programs – motivating employees
Other _________________________________________
Term of Agreement
YOUR COMPANY services shall.
Recommended
Establishing, creating and organizing requirement of contract
Establishing, Creating and Organizing Requirement
Six Sigma DMAIC Case Study
This is a case study of how Six Sigma, using the DMAIC improvement methodology, can be applied in a
commercial environment
The Art of Planning and Writing Specs and Requirements--ISM 2010 Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
Chapter 10 Tools and Techniques for Quality Management.ppt
QMS have sub-elements, or tools, that enable users to tailor its use to specific project needs. There are seven conventional QMS tools: flow charts, Ishikawa diagrams, checklists, Pareto charts, histograms, scattergrams, and control charts.
Tools and Techniques for Quality Management
The tools and techniques most commonly used in Quality management and process improvement are: Cause and effect diagram. Control Charts. Histogram. Pareto Charts.
Powerhouse Museum Communication planThe following communicatio.docx
Powerhouse Museum Communication plan
The following communication plan outlines a sample plan for communicating the key messages about ……
A range of parties will need to be notified of the services the HR department will provide under the service level agreement
· who they are
· what to tell them
· how to tell them
· who is going to tell them
· when to tell them.
Target audience:
Who do we want to inform?
Key messages:
What do we want to tell them?
Communication methods:
How are we going to tell them?
Who is responsible for doing it?
Deadline:
By when does this need to happen?
Date completed
Employees
Managers
Contractors
Other Stakeholders
© Study Group Australia Pty Limited, ICHR1810-280815
POWERHOUSE MUSEUM
HR SERVICE AGREEMENT
This HR Service Agreement defines the terms and conditions under which we provide HR specialist services to a client.
This HR Service Agreement is intended for the purposes of formally setting up the relationship between YOUR COMPANY and the CLIENT COMPANY and to provide the foundation for a healthy business relationship.
This Agreement completes the responsibility for YOUR COMPANY to ensure the quality, compliance and timeliness of the output named in this agreement.
HR SERVICES AGREEMENT
Scope
This Agreement is made on __________ by and between
__________________________________, with offices at
____________________________________________.
HR Service Agreement Objectives
During the term of this Agreement, YOUR HR COMPANY will furnish HR services and advice as specifically requested by _______________________, Client and/or Client’s Representative.
The services and advice will relate to work being done or planned by Client in the field of HR Services, will be within YOUR COMPANY technical competence for those marked below:
· HR Health Check – total assessment of your HR systems in place
· Strategic planning – setting up processes, implementing HR plans and objectives
· Equal Opportunity – creating a responsive organisation
· Performance Management Systems – performance appraisals processing
· Job Analysis – creating proper job descriptions and specifications
· Staffing the Workplace – recruiting candidates, developing & using application forms
· Employee testing, interviewing and selection – types of tests & selection techniques
· Induction and Training – inducting employees, training techniques and processes
· Developing HR Managers – On and off the job training, key factors for success
· Appraising Performance – appraisal methods, appraisals in managing performance
· Remuneration and Incentives – pricing jobs, low – high level staff incentives
· Employee/Industrial Relations – legal framework
· Occupational Health and Safety Systems – planning for OH&S
· Staff Retention Programs
· Staff Incentive Programs – motivating employees
Other _________________________________________
Term of Agreement
YOUR COMPANY services shall.
Running Head QUALITY IN A JOB SHOP 1 Qualit.docx
Running Head: QUALITY IN A JOB SHOP 1
Quality in a Job Shop: A Case Study
Dr. L.E. Taylor
American InterContinental University – Houston TX
QUALITY IN A JOB SHOP 2
Abstract
This is a case study of the quality management systems of a small custom precision parts
manufacturing business. The name and location of the company have been withheld to ensure
that confidentiality is maintained. This case study was developed from personal interviews with
the principles and on-site observation. It is intended to help students understand the unique
challenges faced by small businesses that must find cost effective ways to sustain superior
quality in low volume high variety operational environments.
QUALITY IN A JOB SHOP 3
Quality in a Job Shop
The XYZ Machine Company is a contract manufacturer of precision close tolerance
assemblies and parts for medical, high technology and petrochemical industries. The company’s
customers order unique tools, assemblies or parts, created to their exact specifications and
requirements. The parts are created from drawings and information that the customer originates.
This type of business fits the classification of a “Job Shop.” In this type of business model,
activity is driven by orders from the customer and there are few opportunities for continuous
flow type operations. Order lead times vary from six to twelve weeks based on the complexity of
the work and the availability of the materials. To be successful in this type of business there are
four important keys; quality, precision, reliability and flexibility. XYZ Machine Company has
been successfully meeting customer requirement s since 1973.
Figure 1: Shop Floor
QUALITY IN A JOB SHOP 4
Job shop operations rely upon skilled craftsmen and flexible tools to meet the varying
demands of a diverse set of customers. In a repetitive or continuous flow type production model
the material undergoes transformation into a finished product through a specified set of steps. In
the continuous flow or repetitive model of manufacturing, the machines are specialized and the
workers generally have lower skills, functioning mostly as machine operators. In the Job Shop
environment, the machines must be capable of creating a broad range of products and the
workers are typically craftsmen and women who have extensive knowledge of a wide variety of
materials and manufacturing techniques. The skill of the worker is needed to set up and create
the various products that may be demanded by customers. XYZ Machine Company employs
qualified machinists to operate very flexible precision CNC Milling Machines, Lathes and high
precision fabrication equipment. The skill of the operator is defined in three levels; Level One
Machinist, Level Two Machinist and Level Three Machinist. The differences in levels are
defined by demonstrated skills, knowledge and experi.
includes the followingBusiness Case InvestigationIdenti.docx
includes the following:
Business Case Investigation
Identify 4 employees to interview to support business analysis. For each employee, state the topic(s) used for questioning. The interview topics and responses will be used to influence future design.
A possible use case diagram for making an appointment and verifying parts availability
Identify the users of the system and requests into and out of the system.
Implementation resources needed for the project
Identify people and hardware. Human resources may include internal or external resources.
I am delighted to announce that Emily Johns will be starting at Appliance Warehouse today! Emily will be undertaking the role of Service Manager and will be the force behind creating our new service department.
Emily comes to us with 25 years of experience in the service repair industry. Emily began her career as a service technician and quickly moved through the ranks to the first female service manager in ABC Appliance Service Company's history. After 17 years, she went to work for Acme Appliance Repair. Over the last 8 years, the revenue for Acme increased by 200% after being stagnant for the preceding 5 years
Our new service manager starts work today! This is great news! As our business starts to expand, we must move our software project along.
need to talk to some of our employees to better understand the functionality and requirements for the proposed system. This is important because they are the key stakeholders of the system. list of employees who will want to interview. learn the process for scheduling an appliance repair appointment and how the parts are obtained for those repair visits. Also, it is important to understand what reports that managers are hoping to extract from the new system. I find it is helpful to write down questions prior to your meetings as to not forget the topics that you want to cover.
My suggestion is at least 10 questions per person prior to the meeting. Make sure to use open-ended questions (at least 7 questions) to get the employees talking. Also use closed response and range of response questions. I find that each type of question can provide valuable information and are quite useful in requirements gathering.
Please send the questions to me for at least two of the interviews.
We have previously used both the Joint Application Development technique and the Rapid Application Development technique. However, many colleagues of mine swear by the agile technique. Each of these methodologies offer up some great advantages. Since we need to get this project done as quickly as possible, which of these techniques should be used? I want to ensure that we've created software that will handle all of our users' requirements and that it is a robust system
I almost forgot to mention to also send a questionnaire out to the users of the proposed system.Should it be sent out to all employees or as a stratified or systematic sample?
18 hours ago
department in or.
Past performance everything
Presentation by Pat Dotter, ACAS with the Minnesota PTAC. Sponsored by US SBA North Dakota and ND PTAC.
RFP execution a practical guideline to improve selection process
This document describes in a practical way the essential steps to run a RFP process for new services, projects or solutions focused in IT services.
Building an Effective Metric System
Garbage IN Garbage OUT; a metrics system that is designed improperly will be meaningless to provide signal against the capability of achieving customer requirements. Thus, this course is focused on providing a framework for building reliable metrics that will be reflective of how you meet the needs of the customer and controlling your process performance. This course will go through the formulation of metrics, diagnosing current metrics reporting scheme, calculating right sample size and designing a data collection plan. Moreover, this course will also walk through the right ways of calculating for commonly used metrics on Delivery Performance & Timeliness, Accuracy, Quality Yields, Manpower Utilization, Non-compliance and Complaint Incidences and Cost of Poor Quality (CoPQ).
CRM Consulting Services RFP
Get this template plus 350+ other premium business tools & templates at www.demandmetric.com
Inside Gainsight’s New Post-Sales Structure: Reorganizing the Team to Drive C...
In this webinar, Allison Pickens, Gainsight's VP of Customer Success, will give you a detailed explanation of our new org chart as well as the philosophy behind the changes. She'll offer strategies on how to apply these principles and tactics to your own Customer Success team.
Website Design RFP Template
Get this template plus 350+ other premium business tools & templates at www.demandmetric.com
Asq Voc Article 0210
Article on Voice-of-the-Customer written by me and Bob Caruso, published in the February 2010 issue of Quality Progress.
Effectively Planning for an Enterprise-Scale CMDB Implementation
Provies a review of why a CMDB is essential to and is the foundation of your BSM strategy. I also outline the known challenges that require planning at the outset of a CMDB initiative. Includes a case study which details the approach and lessons learned in the initial stages of a CMDB rollout for one of the largest financial institutions in North America
QUALITY CIRCLE IN CONSTRUCTION COMPANY-OVERVIEW FOCTORS
STUDY OF OPPORTUNITY FOR QUALITY CIRCLE IMPROVEMENT IN PROJECT TYPE CONSTRUCTION
The Requirements - An Initial Overview
An initial overview of the requirements, its types, elicitation techniques, difficulties in elicitation and requirements trade offs (prioritisation).
More Related Content
Similar to SOW mstr
Running Head QUALITY IN A JOB SHOP 1 Qualit.docx
Running Head: QUALITY IN A JOB SHOP 1
Quality in a Job Shop: A Case Study
Dr. L.E. Taylor
American InterContinental University – Houston TX
QUALITY IN A JOB SHOP 2
Abstract
This is a case study of the quality management systems of a small custom precision parts
manufacturing business. The name and location of the company have been withheld to ensure
that confidentiality is maintained. This case study was developed from personal interviews with
the principles and on-site observation. It is intended to help students understand the unique
challenges faced by small businesses that must find cost effective ways to sustain superior
quality in low volume high variety operational environments.
QUALITY IN A JOB SHOP 3
Quality in a Job Shop
The XYZ Machine Company is a contract manufacturer of precision close tolerance
assemblies and parts for medical, high technology and petrochemical industries. The company’s
customers order unique tools, assemblies or parts, created to their exact specifications and
requirements. The parts are created from drawings and information that the customer originates.
This type of business fits the classification of a “Job Shop.” In this type of business model,
activity is driven by orders from the customer and there are few opportunities for continuous
flow type operations. Order lead times vary from six to twelve weeks based on the complexity of
the work and the availability of the materials. To be successful in this type of business there are
four important keys; quality, precision, reliability and flexibility. XYZ Machine Company has
been successfully meeting customer requirement s since 1973.
Figure 1: Shop Floor
QUALITY IN A JOB SHOP 4
Job shop operations rely upon skilled craftsmen and flexible tools to meet the varying
demands of a diverse set of customers. In a repetitive or continuous flow type production model
the material undergoes transformation into a finished product through a specified set of steps. In
the continuous flow or repetitive model of manufacturing, the machines are specialized and the
workers generally have lower skills, functioning mostly as machine operators. In the Job Shop
environment, the machines must be capable of creating a broad range of products and the
workers are typically craftsmen and women who have extensive knowledge of a wide variety of
materials and manufacturing techniques. The skill of the worker is needed to set up and create
the various products that may be demanded by customers. XYZ Machine Company employs
qualified machinists to operate very flexible precision CNC Milling Machines, Lathes and high
precision fabrication equipment. The skill of the operator is defined in three levels; Level One
Machinist, Level Two Machinist and Level Three Machinist. The differences in levels are
defined by demonstrated skills, knowledge and experi.
includes the followingBusiness Case InvestigationIdenti.docx
includes the following:
Business Case Investigation
Identify 4 employees to interview to support business analysis. For each employee, state the topic(s) used for questioning. The interview topics and responses will be used to influence future design.
A possible use case diagram for making an appointment and verifying parts availability
Identify the users of the system and requests into and out of the system.
Implementation resources needed for the project
Identify people and hardware. Human resources may include internal or external resources.
I am delighted to announce that Emily Johns will be starting at Appliance Warehouse today! Emily will be undertaking the role of Service Manager and will be the force behind creating our new service department.
Emily comes to us with 25 years of experience in the service repair industry. Emily began her career as a service technician and quickly moved through the ranks to the first female service manager in ABC Appliance Service Company's history. After 17 years, she went to work for Acme Appliance Repair. Over the last 8 years, the revenue for Acme increased by 200% after being stagnant for the preceding 5 years
Our new service manager starts work today! This is great news! As our business starts to expand, we must move our software project along.
need to talk to some of our employees to better understand the functionality and requirements for the proposed system. This is important because they are the key stakeholders of the system. list of employees who will want to interview. learn the process for scheduling an appliance repair appointment and how the parts are obtained for those repair visits. Also, it is important to understand what reports that managers are hoping to extract from the new system. I find it is helpful to write down questions prior to your meetings as to not forget the topics that you want to cover.
My suggestion is at least 10 questions per person prior to the meeting. Make sure to use open-ended questions (at least 7 questions) to get the employees talking. Also use closed response and range of response questions. I find that each type of question can provide valuable information and are quite useful in requirements gathering.
Please send the questions to me for at least two of the interviews.
We have previously used both the Joint Application Development technique and the Rapid Application Development technique. However, many colleagues of mine swear by the agile technique. Each of these methodologies offer up some great advantages. Since we need to get this project done as quickly as possible, which of these techniques should be used? I want to ensure that we've created software that will handle all of our users' requirements and that it is a robust system
I almost forgot to mention to also send a questionnaire out to the users of the proposed system.Should it be sent out to all employees or as a stratified or systematic sample?
18 hours ago
department in or.
Past performance everything
Presentation by Pat Dotter, ACAS with the Minnesota PTAC. Sponsored by US SBA North Dakota and ND PTAC.
RFP execution a practical guideline to improve selection process
This document describes in a practical way the essential steps to run a RFP process for new services, projects or solutions focused in IT services.
Building an Effective Metric System
Garbage IN Garbage OUT; a metrics system that is designed improperly will be meaningless to provide signal against the capability of achieving customer requirements. Thus, this course is focused on providing a framework for building reliable metrics that will be reflective of how you meet the needs of the customer and controlling your process performance. This course will go through the formulation of metrics, diagnosing current metrics reporting scheme, calculating right sample size and designing a data collection plan. Moreover, this course will also walk through the right ways of calculating for commonly used metrics on Delivery Performance & Timeliness, Accuracy, Quality Yields, Manpower Utilization, Non-compliance and Complaint Incidences and Cost of Poor Quality (CoPQ).
CRM Consulting Services RFP
Get this template plus 350+ other premium business tools & templates at www.demandmetric.com
Inside Gainsight’s New Post-Sales Structure: Reorganizing the Team to Drive C...
In this webinar, Allison Pickens, Gainsight's VP of Customer Success, will give you a detailed explanation of our new org chart as well as the philosophy behind the changes. She'll offer strategies on how to apply these principles and tactics to your own Customer Success team.
Website Design RFP Template
Get this template plus 350+ other premium business tools & templates at www.demandmetric.com
Asq Voc Article 0210
Article on Voice-of-the-Customer written by me and Bob Caruso, published in the February 2010 issue of Quality Progress.
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Provies a review of why a CMDB is essential to and is the foundation of your BSM strategy. I also outline the known challenges that require planning at the outset of a CMDB initiative. Includes a case study which details the approach and lessons learned in the initial stages of a CMDB rollout for one of the largest financial institutions in North America
QUALITY CIRCLE IN CONSTRUCTION COMPANY-OVERVIEW FOCTORS
STUDY OF OPPORTUNITY FOR QUALITY CIRCLE IMPROVEMENT IN PROJECT TYPE CONSTRUCTION
The Requirements - An Initial Overview
An initial overview of the requirements, its types, elicitation techniques, difficulties in elicitation and requirements trade offs (prioritisation).
Similar to SOW mstr (20)
includes the followingBusiness Case InvestigationIdenti.docx
includes the followingBusiness Case InvestigationIdenti.docx
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SOW mstr
- 1. Statementof Work template and process (Contract form) Challenge: Work requestsforclientswere of unacceptable quality andbeingdeliveredlate causingclient dissatisfaction. Actions: 1) A reviewshowedthatany addedwork was beingenteredintothe wrongcategoryto circumvent the order system. Consequently, the workwaspoorly specifiedandoverloadingscheduled resources. 2) I reviewedanddetermined actual clientneeds,toinclude businessjustification,executive supportand funding. 3) I teamedwithappropriate SME’s(techteam) fromsome of the prime applicationsexperiencing these requestsusingthismethodandformat as a “prototype”toevaluate constraints.We developedtwooptions1. A ‘tentative’timeperiodforthe businessneedand2.An ‘optimum’ time period forclientswillingtosacrifice certainitems andpayforextraresources. 4) I coordinatedajointmeetingwithclientandTechteamto identifyspecificBusiness Requirementsandwriting/matchingtowhatwouldbe technicallyfeasibleandtimeline (Guarantee of deliverables) 5) The final wasmatchingup the hours andresources (suppliedbythe TechTeam) andthe money for agreement(VendorManagerandmyself negotiated) betweenclientanddeliveryteam. 6) The VendorManager andI negotiatedfinal signoff of all deliverables,resources,funding witha commiton bothsidestothe deliverytimeline andspecificactionsof bothparties(specifically identifyingdeliverablesfromdevelopmentandacceptance onclientside of product) asthe final contract agreement. Result: The template isnowusedanytime there isalarge effortprojectthatisa “new”or outside normal applicationactivityproject. UsingthisprocessandSOW form, the clientshave hadsuccessful newproductadditionswithoutlosstotheirpresentoperatingapplicationsand appropriatelyfunded. The mostrecentSOW involves$520Kexchange andfull migrationinto“sustaining”supportwithinthe year. Thisnewadditionwill allowthe clientbusinessto make anaverage of $100,000/month and save one full time headcount at$85/hour.