1. The document discusses the relationship between quality and innovation and argues that they should be integrated at the organizational level. It notes that while the disciplines of quality and innovation have traditionally evolved separately, bringing them together can benefit organizations and society.
2. The document explores how innovation has long been a part of quality management through concepts like continual improvement. However, it asserts that more innovation is still needed in quality methods and practices to address changes in business environments.
3. Various types of innovations are examined, including innovations in technology, products, and quality management. The document also discusses forces driving innovation and quality globally and how standards can be applied creatively to encourage innovative quality practices in organizations.
This document summarizes a pilot study conducted on innovative companies in the oil and gas industry. The researchers interviewed CEOs from 6 small-to-medium sized businesses (STBORs) that provide specialized products and services to the industry. They found that STBORs face challenges from high investment needs, customer retention, and adapting to rapidly changing technological demands. Additionally, the study analyzed how changes in the industry have affected operating companies, contractors, and suppliers. It presents models of the innovation cycle for STBORs and the relationship between new technologies, field development, regulations, and cost effectiveness. The results showed that the sample companies did not clearly link innovation and quality, though they were trying to implement total quality management practices
Quality Management System in Operations of Companies: A Case Study of North B...inventionjournals
The study was exploratory in nature and was conducted on the companies with ISO 9001 standard certification, situated at different parts of North Bengal (northern part of West Bengal, India). The study is aimed to assess ISO 9001 Quality Management System's (QMS) awareness level, types of companies opting it, causes for seeking certification, understanding the roles and responsibilities of the management of the companies, certifying bodies, consultants, employees of the companies, customers requirements, recognize difficulties, challenges and issues in implementation, advantages received and future prospects. The study illustrates that ISO 9001 Quality Management System is helpful in enhancing organizational performance. The companies experience benefits after its implementation. It helps in improvement of customer needs, satisfaction and demands, better documentation and improvement in the efficiency of the quality system. The study further shows that the effective implementation of QMS is facing difficulties due to some barriers like no serious involvement of top management in the process, lack of participant’s positive perception and lack of skilled personnel. It also appears from the study that significance of QMS is diminishing slowly due to its paperobsessed practice.
3M is a company formerly known as Minnesota Mining and Manufacturing Company that produces over 55,000 products for industries like adhesives, abrasives, and electronics. They have over 76,000 employees worldwide. 3M fosters a culture of innovation by giving employees time and resources to pursue new ideas, sharing knowledge across expertise, measuring results, and promoting careers over just jobs. Their organic structure with multiple levels of departments, divisions, groups, and sectors allows for flexibility and participation in decision making. This structure, along with policies rewarding innovative activities and risk taking, has helped 3M sustain technological innovation and growth.
This document outlines Pakistan's commitment to creating a quality environment. It discusses establishing a National Quality Council to develop quality strategies and programs. It also discusses the government promoting the purchase of goods and services that meet quality standards from public sector organizations. Additionally, it proposes organizing an annual National Quality Award scheme in various categories to recognize producers and service providers for quality efforts. A similar award scheme for education is also proposed to recognize outstanding students and teachers. The document emphasizes promoting best management practices to improve quality.
This document discusses the concept of firm life cycle and innovation. It describes various life cycles that make up a firm, including product life cycles, technology life cycles, human resources life cycles, and organizational patterns' life cycles. It then explains that despite being composed of these different life cycles, a firm also has its own autonomous life cycle. The document also discusses two main innovation strategies - radical and incremental innovation - and the innovation process.
The document discusses implementing ISO 14001 certification for environmental management systems in the UK oil and gas industry. It outlines reasons for pursuing certification like meeting regulatory requirements, improving environmental performance and business benefits. Potential barriers include terminology confusion and overemphasis on documentation. Successful implementation requires managing change, developing sustainability, setting performance metrics, information sharing and training personnel.
THIS ASSIGNMENT IS ON QUALITY AWARDS-
THIS COVERS -
Meaning of Quality
Meaning of Quality Awards
Types of Quality Awards
Quality Parameters
CASE STUDY -
Ceat Tyres
Lava International Limited
Tata Power Solar
Conclusion
Bibliography
The document discusses various national and international quality awards that recognize organizations for excellence in quality management. Some of the awards mentioned include the Golden Peacock Award in India, the Malcolm Baldrige National Quality Award in the US, and the Deming Prize in Japan. Criteria for these awards generally evaluate approaches, deployment, and results across key areas like leadership, strategic planning, customer and workforce management, operations, and business performance. Winning these prestigious awards helps organizations gain recognition, benchmark best practices, and accelerate quality improvements.
This document summarizes a pilot study conducted on innovative companies in the oil and gas industry. The researchers interviewed CEOs from 6 small-to-medium sized businesses (STBORs) that provide specialized products and services to the industry. They found that STBORs face challenges from high investment needs, customer retention, and adapting to rapidly changing technological demands. Additionally, the study analyzed how changes in the industry have affected operating companies, contractors, and suppliers. It presents models of the innovation cycle for STBORs and the relationship between new technologies, field development, regulations, and cost effectiveness. The results showed that the sample companies did not clearly link innovation and quality, though they were trying to implement total quality management practices
Quality Management System in Operations of Companies: A Case Study of North B...inventionjournals
The study was exploratory in nature and was conducted on the companies with ISO 9001 standard certification, situated at different parts of North Bengal (northern part of West Bengal, India). The study is aimed to assess ISO 9001 Quality Management System's (QMS) awareness level, types of companies opting it, causes for seeking certification, understanding the roles and responsibilities of the management of the companies, certifying bodies, consultants, employees of the companies, customers requirements, recognize difficulties, challenges and issues in implementation, advantages received and future prospects. The study illustrates that ISO 9001 Quality Management System is helpful in enhancing organizational performance. The companies experience benefits after its implementation. It helps in improvement of customer needs, satisfaction and demands, better documentation and improvement in the efficiency of the quality system. The study further shows that the effective implementation of QMS is facing difficulties due to some barriers like no serious involvement of top management in the process, lack of participant’s positive perception and lack of skilled personnel. It also appears from the study that significance of QMS is diminishing slowly due to its paperobsessed practice.
3M is a company formerly known as Minnesota Mining and Manufacturing Company that produces over 55,000 products for industries like adhesives, abrasives, and electronics. They have over 76,000 employees worldwide. 3M fosters a culture of innovation by giving employees time and resources to pursue new ideas, sharing knowledge across expertise, measuring results, and promoting careers over just jobs. Their organic structure with multiple levels of departments, divisions, groups, and sectors allows for flexibility and participation in decision making. This structure, along with policies rewarding innovative activities and risk taking, has helped 3M sustain technological innovation and growth.
This document outlines Pakistan's commitment to creating a quality environment. It discusses establishing a National Quality Council to develop quality strategies and programs. It also discusses the government promoting the purchase of goods and services that meet quality standards from public sector organizations. Additionally, it proposes organizing an annual National Quality Award scheme in various categories to recognize producers and service providers for quality efforts. A similar award scheme for education is also proposed to recognize outstanding students and teachers. The document emphasizes promoting best management practices to improve quality.
This document discusses the concept of firm life cycle and innovation. It describes various life cycles that make up a firm, including product life cycles, technology life cycles, human resources life cycles, and organizational patterns' life cycles. It then explains that despite being composed of these different life cycles, a firm also has its own autonomous life cycle. The document also discusses two main innovation strategies - radical and incremental innovation - and the innovation process.
The document discusses implementing ISO 14001 certification for environmental management systems in the UK oil and gas industry. It outlines reasons for pursuing certification like meeting regulatory requirements, improving environmental performance and business benefits. Potential barriers include terminology confusion and overemphasis on documentation. Successful implementation requires managing change, developing sustainability, setting performance metrics, information sharing and training personnel.
THIS ASSIGNMENT IS ON QUALITY AWARDS-
THIS COVERS -
Meaning of Quality
Meaning of Quality Awards
Types of Quality Awards
Quality Parameters
CASE STUDY -
Ceat Tyres
Lava International Limited
Tata Power Solar
Conclusion
Bibliography
The document discusses various national and international quality awards that recognize organizations for excellence in quality management. Some of the awards mentioned include the Golden Peacock Award in India, the Malcolm Baldrige National Quality Award in the US, and the Deming Prize in Japan. Criteria for these awards generally evaluate approaches, deployment, and results across key areas like leadership, strategic planning, customer and workforce management, operations, and business performance. Winning these prestigious awards helps organizations gain recognition, benchmark best practices, and accelerate quality improvements.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The document discusses various quality management awards and certifications, including:
- The Deming Prize, one of the highest TQM awards established in Japan in 1950 to recognize companies demonstrating outstanding quality control.
- The Malcolm Baldrige National Quality Award, the highest honor for innovation and performance excellence in the US. It recognizes achievements across different industry categories.
- ASQ certifications which recognize individuals demonstrating proficiency and knowledge in quality management areas like Six Sigma and quality engineering.
- The European Quality Award which promotes excellence through the EFQM model and recognizes organizations demonstrating strong performance.
It also mentions several Indian awards that promote quality like the Rajiv Gandhi National Quality Award, CII-EX
Towards a new conceptualization of managerial disciplineTogar Simatupang
Provides a new conceptualization of managerial discipline. It identifies four managerial studies: management, administration, entrepreneurship, and stewardship. Its implication to academic degree in management is also offered.
Role of Learning Process in Capability Development and Business Performance o...ijtsrd
This document summarizes a research study that analyzed how internal learning, external learning, and ownership of processes and equipment influence company performance. It also examined the moderating role of human resources on the relationship between process/equipment ownership and performance. The study was conducted on manufacturing companies in Indonesia.
The literature review discusses prior research showing the importance of developing competitive capabilities through internal learning, external learning with suppliers/consumers, and proprietary processes/equipment. It presents a conceptual model linking these factors to performance. The hypotheses are that internal learning positively affects process/equipment ownership, external learning positively affects ownership, and ownership positively affects performance. It also hypothesizes that human resources moderate the relationship between ownership and performance.
This document discusses the challenges of innovation and adaptability for managers. It argues that a manager must consistently provide innovation for both internal and external environments in order to advance technology and society. Without innovation and adaptability, customers will lose interest and the market will become static. The document uses examples like Kodak and Tesla to illustrate the importance and benefits of innovation, as well as the downfalls of failing to adapt to new technologies and customer needs. Kodak is highlighted for its failure to transition from film to digital, leading to bankruptcy, while Tesla is praised for its innovative partnerships and products that have enabled its success.
The Deming Prize is an award that recognizes contributions to Total Quality Management. It is presented by the Union of Japanese Scientists and Engineers and has been awarded since 1951. There are categories for individuals and companies. Companies must show improvement in quality management to qualify. Some notable past winners include Toyota, AT&T, and several Indian companies like Ashok Leyland and CEAT.
The document provides a profile of 3M India Ltd, including a history of the company dating back to 1902, an overview of its business divisions and products, and competitors. 3M is a diversified technology company that employs over 76,000 people globally and generates over $24 billion in annual sales through business segments like industrial, healthcare, graphics, consumer, and safety products. The company has a history of innovation through technological developments and new product introductions.
ABSTRACT : The importance of obtaining ISO 9000 certification in it a way to achieve a comprehensive quality which is the language of the age, and the key to success and access to the consumer the heart, the researchers mentioned several benefits that can be achieved by obtaining ISO 9000 certification is the most important include: 1.Increase the competitiveness of the company by improving the company's image among consumers and help them to put their products in the global markets and adapt to the requirements of the World Trade Organization Langat 2. Provide and develop an integrated set of documents that represent the toolkit procedures administrative and technical data and contribute to the performance of all operations better. 3. help raise the company's level of performance and efficiency required and the efficiency and reduce the interest rate of the production processes by reducing defects which contributes to the reduction of the goods and services offered price by the companies. 2.Improve the quality of the relationship with customers. 3. enable the company to do something self-review and self-assessment. 4.motivate the company's employees to work and raise the morale they have and encourage them to contribute to the internal periodic review of the system applied processes and thus reach the best level keeps the certificate granted to them, as well as reassured that they are working through a documented system away from the traditional social work. 7. Quality and development because of the stability of interesting quality continuous review and evaluation system. 8. Help the company achieve its goals of profitability due to the reduction of production costs and reduce the proportion of damaged, defect and increase sales. In the case of the application of the ISO enterprise system, there are many features that positively reflected on the organization's performance level where significantly is the reduction of waste in the enterprise potential in terms of materials and staff time.
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
This document summarizes an organizational study conducted at Dynamatic Technologies Limited in Bangalore, India. It describes the company's operations in sectors like automotive, aerospace, and agriculture equipment. The study objectives were to understand the organizational structure, departmental relationships, and roles of personnel. Key findings include that the company is a leading producer of hydraulic gear pumps and has established clients. Suggestions call for adopting newer technologies and marketing strategies to expand the customer base and sales.
The document provides a SWOT analysis and strategic overview of 3M Company using several frameworks. It analyzes 3M's industry attractiveness, business strengths, and brand portfolio using a GE 9Cube matrix. It then examines 3M's strategy, structure, shared values, staff skills, style, and systems using McKinsey's 7S framework. The document outlines 3M's innovation process and positions its business sectors in a BCG matrix. Finally, it applies Porter's five forces model to 3M's industry environment to analyze threats and bargaining powers.
Business Excellence: A Comparative Study of Various Models, Criteria’s and Aw...IRJET Journal
This document summarizes and compares various models of business excellence, including criteria, frameworks, and certification bodies. It discusses Deming's Prize, the Baldrige Criteria for Performance Excellence, and the Tata Business Excellence Model. It distinguishes between these models based on factors like primary focus, purpose, types of organizations, and scoring approaches. The document also differentiates between operational excellence, process excellence, and business excellence. Finally, it provides examples of organizations that have won awards for business excellence.
This document provides a case study final report analyzing key organizational changes within the Australian department store David Jones. It discusses three main change initiatives - a management restructure, technological investments, and expanding their physical presence. For each change, the report examines the issues behind it, strategies and processes adopted, and consequences. It concludes with recommendations to help David Jones better implement changes and differentiate itself from competitors.
Ethical issues in business involve choosing between alternatives that must be evaluated as right or wrong. Companies aim to attract customers to boost sales and profit while also keeping employees satisfied to reduce turnover and increase productivity. However, these goals must be pursued in an ethical manner.
The document outlines a supplier award and recognition program with the following key points:
- The program aims to reward and develop suppliers while encouraging collaboration, knowledge sharing, and continuous improvement.
- Awards will be given based on active measures involving collaboration and passive measures related to quality, delivery, and performance.
- Active measures include best contributions to projects, collaboration, technological collaboration, innovation, and corporate social responsibility. Passive measures center around quality, delivery time, and general performance.
- Awards will be given as gold, silver, or bronze and separated into categories for small, medium, and large suppliers based on their performance.
This document provides an introduction to corporate strategy. It discusses what strategy is, different levels of strategy including corporate strategy, the strategic management process, patterns of strategic development, and how strategic management relates to business planning. It also explores strategic management in different organizational contexts such as small businesses, multinational companies, and non-profit organizations. The document aims to outline the key elements of corporate strategic planning and discuss how strategy develops within organizations and applies in various settings.
Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time.
The study investigated the Quality Improvement Practices (QIP) of selected small medium industries (SMIs
hereafter) namely the E&E manufacturers in Malaysia. The objectives of this study are to investigate the influence of
the quality improvement practices (QIP) among Malaysian E&E manufacturers on their compliance performance.
The quality improvement level of twelve QIP; seven soft factors and five hard factors, were determined in the study.
Later, the improvement level of the QIP was compared according to the manufacturers‟ size, ownership, length of
operation, and ISO status. A quantitative research method, which involved the distribution of a set of questionnaires,
was used in the study. Another important aspect of the research is to identify relevant soft and hard factors that need
emphasis in future trainings by the QIP trainers. As the sole assessor of Product Certification compliance for the
manufacturers in Malaysia, SIRIM QAS has the data on the Malaysian manufacturers‟ compliance performances.
Based on the data, it can be concluded that Malaysian SMIs are still struggling in implementing quality improvement
practices. The data has yielded interesting findings related to the identified soft and hard factors that need further
emphasis in future trainings. The findings provided recommendations for future trainers of QIP
Indian Companies Recipient of Deming Award & Malcom Balridge Award Past Five ...surabhi agarwal
This document provides information about several Indian companies that have received the Deming Prize and Malcolm Baldrige National Quality Award over the past five years. It lists the companies, the years they received the awards, and in some cases provides a brief description of the company's quality practices and achievements that led to receiving the award. Some of the companies mentioned are Asahi India Glass Limited, Reliance Industries Limited, Tata Steel Limited, National Engineering Industries Limited, and Sanden Vikas (India) Limited.
Creating engaging content: Storytelling on Social MediaKathleen Holmlund
Ok so you have made it, your organisation has set up profile on social media channels. How can you make them work for you and the community around you? Whether you are a for-profit or not for-profit, it always boils down to storytelling.
Este documento presenta información sobre la gripe H1N1, incluyendo sus síntomas, causas y medidas preventivas. Explica que la gripe H1N1 es una infección viral causada por un virus de origen porcino que infectó a personas en 2009. Sus síntomas son similares a los de la gripe común e incluyen fiebre, tos, dolor muscular y de cabeza. Algunas medidas preventivas son cubrirse al toser o estornudar, lavarse las manos con frecuencia, evitar tocarse la cara y quedarse en casa cuando
El documento describe el virus H1N1, sus síntomas y formas de contagio. Menciona que se transmite principalmente a través de las manos y al toser o estornudar, y que sus complicaciones pueden ser mortales. Recomienda medidas como lavarse las manos frecuentemente, no tocarse la cara, y acudir a centros de salud para recibir la vacuna en caso de presentar los síntomas.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
The document discusses various quality management awards and certifications, including:
- The Deming Prize, one of the highest TQM awards established in Japan in 1950 to recognize companies demonstrating outstanding quality control.
- The Malcolm Baldrige National Quality Award, the highest honor for innovation and performance excellence in the US. It recognizes achievements across different industry categories.
- ASQ certifications which recognize individuals demonstrating proficiency and knowledge in quality management areas like Six Sigma and quality engineering.
- The European Quality Award which promotes excellence through the EFQM model and recognizes organizations demonstrating strong performance.
It also mentions several Indian awards that promote quality like the Rajiv Gandhi National Quality Award, CII-EX
Towards a new conceptualization of managerial disciplineTogar Simatupang
Provides a new conceptualization of managerial discipline. It identifies four managerial studies: management, administration, entrepreneurship, and stewardship. Its implication to academic degree in management is also offered.
Role of Learning Process in Capability Development and Business Performance o...ijtsrd
This document summarizes a research study that analyzed how internal learning, external learning, and ownership of processes and equipment influence company performance. It also examined the moderating role of human resources on the relationship between process/equipment ownership and performance. The study was conducted on manufacturing companies in Indonesia.
The literature review discusses prior research showing the importance of developing competitive capabilities through internal learning, external learning with suppliers/consumers, and proprietary processes/equipment. It presents a conceptual model linking these factors to performance. The hypotheses are that internal learning positively affects process/equipment ownership, external learning positively affects ownership, and ownership positively affects performance. It also hypothesizes that human resources moderate the relationship between ownership and performance.
This document discusses the challenges of innovation and adaptability for managers. It argues that a manager must consistently provide innovation for both internal and external environments in order to advance technology and society. Without innovation and adaptability, customers will lose interest and the market will become static. The document uses examples like Kodak and Tesla to illustrate the importance and benefits of innovation, as well as the downfalls of failing to adapt to new technologies and customer needs. Kodak is highlighted for its failure to transition from film to digital, leading to bankruptcy, while Tesla is praised for its innovative partnerships and products that have enabled its success.
The Deming Prize is an award that recognizes contributions to Total Quality Management. It is presented by the Union of Japanese Scientists and Engineers and has been awarded since 1951. There are categories for individuals and companies. Companies must show improvement in quality management to qualify. Some notable past winners include Toyota, AT&T, and several Indian companies like Ashok Leyland and CEAT.
The document provides a profile of 3M India Ltd, including a history of the company dating back to 1902, an overview of its business divisions and products, and competitors. 3M is a diversified technology company that employs over 76,000 people globally and generates over $24 billion in annual sales through business segments like industrial, healthcare, graphics, consumer, and safety products. The company has a history of innovation through technological developments and new product introductions.
ABSTRACT : The importance of obtaining ISO 9000 certification in it a way to achieve a comprehensive quality which is the language of the age, and the key to success and access to the consumer the heart, the researchers mentioned several benefits that can be achieved by obtaining ISO 9000 certification is the most important include: 1.Increase the competitiveness of the company by improving the company's image among consumers and help them to put their products in the global markets and adapt to the requirements of the World Trade Organization Langat 2. Provide and develop an integrated set of documents that represent the toolkit procedures administrative and technical data and contribute to the performance of all operations better. 3. help raise the company's level of performance and efficiency required and the efficiency and reduce the interest rate of the production processes by reducing defects which contributes to the reduction of the goods and services offered price by the companies. 2.Improve the quality of the relationship with customers. 3. enable the company to do something self-review and self-assessment. 4.motivate the company's employees to work and raise the morale they have and encourage them to contribute to the internal periodic review of the system applied processes and thus reach the best level keeps the certificate granted to them, as well as reassured that they are working through a documented system away from the traditional social work. 7. Quality and development because of the stability of interesting quality continuous review and evaluation system. 8. Help the company achieve its goals of profitability due to the reduction of production costs and reduce the proportion of damaged, defect and increase sales. In the case of the application of the ISO enterprise system, there are many features that positively reflected on the organization's performance level where significantly is the reduction of waste in the enterprise potential in terms of materials and staff time.
The document discusses the necessity of organizational change for businesses. It notes that globalization, changing customer needs, competition, and other factors require companies to adapt. The document outlines several challenges to change, including natural human resistance and the need for unified employee efforts. It then describes methods for successful change, like recognizing problems, creating a vision, strong leadership, and evaluating progress gradually. Leaders must guide employees through changes and help overcome resistance. Employees also have an important role by providing information, suggestions, and feedback to help shape and implement changes. Overall, the document emphasizes that organizational change is difficult but crucial for businesses to survive in dynamic market conditions.
This document summarizes an organizational study conducted at Dynamatic Technologies Limited in Bangalore, India. It describes the company's operations in sectors like automotive, aerospace, and agriculture equipment. The study objectives were to understand the organizational structure, departmental relationships, and roles of personnel. Key findings include that the company is a leading producer of hydraulic gear pumps and has established clients. Suggestions call for adopting newer technologies and marketing strategies to expand the customer base and sales.
The document provides a SWOT analysis and strategic overview of 3M Company using several frameworks. It analyzes 3M's industry attractiveness, business strengths, and brand portfolio using a GE 9Cube matrix. It then examines 3M's strategy, structure, shared values, staff skills, style, and systems using McKinsey's 7S framework. The document outlines 3M's innovation process and positions its business sectors in a BCG matrix. Finally, it applies Porter's five forces model to 3M's industry environment to analyze threats and bargaining powers.
Business Excellence: A Comparative Study of Various Models, Criteria’s and Aw...IRJET Journal
This document summarizes and compares various models of business excellence, including criteria, frameworks, and certification bodies. It discusses Deming's Prize, the Baldrige Criteria for Performance Excellence, and the Tata Business Excellence Model. It distinguishes between these models based on factors like primary focus, purpose, types of organizations, and scoring approaches. The document also differentiates between operational excellence, process excellence, and business excellence. Finally, it provides examples of organizations that have won awards for business excellence.
This document provides a case study final report analyzing key organizational changes within the Australian department store David Jones. It discusses three main change initiatives - a management restructure, technological investments, and expanding their physical presence. For each change, the report examines the issues behind it, strategies and processes adopted, and consequences. It concludes with recommendations to help David Jones better implement changes and differentiate itself from competitors.
Ethical issues in business involve choosing between alternatives that must be evaluated as right or wrong. Companies aim to attract customers to boost sales and profit while also keeping employees satisfied to reduce turnover and increase productivity. However, these goals must be pursued in an ethical manner.
The document outlines a supplier award and recognition program with the following key points:
- The program aims to reward and develop suppliers while encouraging collaboration, knowledge sharing, and continuous improvement.
- Awards will be given based on active measures involving collaboration and passive measures related to quality, delivery, and performance.
- Active measures include best contributions to projects, collaboration, technological collaboration, innovation, and corporate social responsibility. Passive measures center around quality, delivery time, and general performance.
- Awards will be given as gold, silver, or bronze and separated into categories for small, medium, and large suppliers based on their performance.
This document provides an introduction to corporate strategy. It discusses what strategy is, different levels of strategy including corporate strategy, the strategic management process, patterns of strategic development, and how strategic management relates to business planning. It also explores strategic management in different organizational contexts such as small businesses, multinational companies, and non-profit organizations. The document aims to outline the key elements of corporate strategic planning and discuss how strategy develops within organizations and applies in various settings.
Currently, most companies or organizations can select a number of methodologies to improve their business processes, which include Six Sigma, Lean Thinking, Lean Six Sigma, Business Process Reengineering, Total Quality Management, Kaizen and Poka-Yoka. However, selecting an appropriate methodology has to be guided by the organization’s objectives. In this respect, the BPR is one of the best methodologies that can help organizations to ensure the continuity of their businesses so they will remain relevant for a long time.
The study investigated the Quality Improvement Practices (QIP) of selected small medium industries (SMIs
hereafter) namely the E&E manufacturers in Malaysia. The objectives of this study are to investigate the influence of
the quality improvement practices (QIP) among Malaysian E&E manufacturers on their compliance performance.
The quality improvement level of twelve QIP; seven soft factors and five hard factors, were determined in the study.
Later, the improvement level of the QIP was compared according to the manufacturers‟ size, ownership, length of
operation, and ISO status. A quantitative research method, which involved the distribution of a set of questionnaires,
was used in the study. Another important aspect of the research is to identify relevant soft and hard factors that need
emphasis in future trainings by the QIP trainers. As the sole assessor of Product Certification compliance for the
manufacturers in Malaysia, SIRIM QAS has the data on the Malaysian manufacturers‟ compliance performances.
Based on the data, it can be concluded that Malaysian SMIs are still struggling in implementing quality improvement
practices. The data has yielded interesting findings related to the identified soft and hard factors that need further
emphasis in future trainings. The findings provided recommendations for future trainers of QIP
Indian Companies Recipient of Deming Award & Malcom Balridge Award Past Five ...surabhi agarwal
This document provides information about several Indian companies that have received the Deming Prize and Malcolm Baldrige National Quality Award over the past five years. It lists the companies, the years they received the awards, and in some cases provides a brief description of the company's quality practices and achievements that led to receiving the award. Some of the companies mentioned are Asahi India Glass Limited, Reliance Industries Limited, Tata Steel Limited, National Engineering Industries Limited, and Sanden Vikas (India) Limited.
Creating engaging content: Storytelling on Social MediaKathleen Holmlund
Ok so you have made it, your organisation has set up profile on social media channels. How can you make them work for you and the community around you? Whether you are a for-profit or not for-profit, it always boils down to storytelling.
Este documento presenta información sobre la gripe H1N1, incluyendo sus síntomas, causas y medidas preventivas. Explica que la gripe H1N1 es una infección viral causada por un virus de origen porcino que infectó a personas en 2009. Sus síntomas son similares a los de la gripe común e incluyen fiebre, tos, dolor muscular y de cabeza. Algunas medidas preventivas son cubrirse al toser o estornudar, lavarse las manos con frecuencia, evitar tocarse la cara y quedarse en casa cuando
El documento describe el virus H1N1, sus síntomas y formas de contagio. Menciona que se transmite principalmente a través de las manos y al toser o estornudar, y que sus complicaciones pueden ser mortales. Recomienda medidas como lavarse las manos frecuentemente, no tocarse la cara, y acudir a centros de salud para recibir la vacuna en caso de presentar los síntomas.
Here are some tips for uploading your photos to the http://blog.stetson.edu/grads blog, which is housed on WordPress. To review tips for adding a blog post, view http://www.slideshare.net/gerri2/grad-blog-posting-notes
The document announces Pakistan's 13th International Convention on Quality Improvement to be held on November 17-18, 2014 in Lahore, Pakistan. The convention will focus on quality leadership, reforms, and practices, and bring together key stakeholders from government, education, corporate, and other sectors to share knowledge and promote world-class quality. It encourages executives, professionals, and academics to attend and present papers on topics related to quality leadership strategies, quality reforms in various sectors, and established quality practices. The convention aims to evaluate the current state of organizations and generate knowledge to achieve excellence.
This document discusses concepts related to products, quality, and customer satisfaction. It begins by defining a product as the result of a process and noting that products always include an element of service. The document then explores how customer value is co-created through a product's goods and service elements. It also examines how understanding customer needs, expectations, and the customer experience can help companies develop competitive products and satisfy customers.
This document discusses various topics related to achieving competitive products and delighting customers, including:
1. It discusses examining customer needs, satisfaction, and product characteristics to develop products that meet expectations.
2. It also covers linking product development to business processes using quality methods like QFD, and addressing technological challenges.
3. Maintaining consistent and attractive corporate and product brands is also discussed to positively influence customer perception.
This document discusses the needs and expectations for revising the ISO 9001 standard in 2015. It provides background on the history of the ISO 9000 standards and outlines the requirements and design specifications for the 2015 revision, including making risk management more explicit, adopting a common high-level structure, and revising the quality management principles. It also examines some pros and cons of the international standardization process.
This document discusses lifelong teaching and learning and its impact on societal quality. It covers several topics related to teaching, learning, and quality including:
1. Teaching and learning as phenomena and how quality relates to both.
2. The needs and expectations of learning for individuals, organizations, and society. Learning domains are identified for each.
3. The interaction between individuals, organizations, and society in the learning process and how each learns over time.
4. The variety of approaches to education that exist in societies and the challenges of quality across different environments and needs.
1) The document discusses the concept of quality as it relates to societies and regions. It defines society as people living together in a community and region as an area with definable characteristics.
2) Societies are scale-free networks of individuals and institutions that are independent but interactive. Achieving a high quality society requires the collaborative evolution of all members through activities, interactions, and quality management practices.
3) There are no well-established practices for evaluating the overall quality of a society, but some research looks at aspects like education, employment, and well-being. International examples show that long-term commitment, collaboration, and applying theories of networking can help improve regional and societal quality.
La empatía es la capacidad de conectarse con otra persona para compartir sus sentimientos e ideas y responder a sus necesidades de tal manera que la otra persona se sienta bien. Se define como la capacidad de pensar y sentir la vida interior de otra persona como si fuera propia.
Los sistemas de gestión de bases de datos (DBMS) permiten almacenar y acceder datos de forma organizada. Los DBMS pueden incluir lenguajes de programación propios o trabajar con lenguajes existentes. Proporcionan servicios como el acceso a datos por múltiples usuarios y la manipulación de datos en la base.
Inventory management and Receivables (ABC, EOQ Model)noopurVirmani
1. The document discusses inventory management techniques like ABC analysis and economic order quantity model. ABC analysis classifies inventory items into A, B and C categories based on their value and economic order quantity determines the optimal order quantity that minimizes total inventory costs.
2. It also discusses receivables and its management. Receivables refer to credit sales where payment is received later. The objectives of receivables management are to create, preserve and collect accounts receivable through effective credit policies, credit analysis and collection policies.
3. Key aspects of receivables management are setting credit standards, analyzing creditworthiness of customers, determining appropriate credit terms and collecting dues through various procedures. This helps minimize bad debts and
The document discusses issues with the ISO 9001:2015 quality management standard. It notes that while the standard structure and risk-based thinking were improved, the standard did not fulfill its design specification of providing new perspectives for increasingly complex business environments. Key issues included a lack of clarity in requirements and definitions, and vagueness that impacts auditability. The weaknesses stem from inherent issues in the international standardization process. Organizations still need to supplement standards based on their own knowledge and situations.
This document discusses emerging trends in organizational development (OD). It identifies 5 major macro forces influencing OD: changes in technology, constant change, partnerships and alliances, changes in work structure, and increasing diversity. It then outlines 5 emerging trends in OD: 1) expanding the use of OD, 2) combining hard business competencies with OD, 3) creating whole system change through organizational design and culture change, 4) using OD to facilitate partnerships and alliances, and 5) enhancing continual learning. Each trend is discussed in 1-2 paragraphs highlighting its importance and impact on organizations.
This document discusses management innovation. It begins by looking at the most innovative countries and companies, finding that the US, Germany, UK, Japan, and others are highly innovative and also economically prosperous. It then defines management innovation as successfully exploiting new ideas through products, processes, business models, and other means. The document outlines different types of innovations like incremental, quantum, and disruptive. It discusses how companies can become innovators through challenges like thinking outside the box, having innovative culture and infrastructure, and using a structured innovation process involving cross-functional teams and idea generation, screening, implementation, and capturing value. The purpose of innovation is ultimately to create value for customers, markets, and society.
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Critical factors in managing technology include creativity, timing, and managing change. Creativity in managing technology requires invention and innovation indicators. Organizational creativity depends on individual creativity as well as social and contextual factors that shape interactions. Timing is also critical as companies must decide whether to be first or second movers to market. Being first provides advantages but risks, while being second allows learning from others. Managing change is vital for survival as companies must adapt to a changing environment through flexibility and environmental scanning. Failure to manage technologies effectively and in a timely manner can lead to loss of competitiveness.
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1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization.
2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage.
3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.
This presentation provides an overview of the elements that comprise the entrepreneurial ecosystem and shares the best practices for new product development. It also provides measures that can be used to evaluate the effectiveness of the entrepreneurial ecosystem and proposes a world class solution that can be used to increase the success rate of entrepreneurial ventures.
BS 99001 Quality Management in the Built Environment sector.pdfdemingcertificationa
Quality management ensures that an organization, product or service consistently functions well. It has four main components: quality planning, quality assurance, quality control and quality improvement. Quality management is focused not only on product and service quality, but also on the means to achieve it. Quality management, therefore, uses quality assurance and control of processes as well as products to achieve more consistent quality. Quality control is also part of quality management. What a customer wants and is willing to pay for it, determines quality. It is a written or unwritten commitment to a known or unknown consumer in the market. Quality can be defined as how well the product performs its intended function.
Understanding There are many factors All these forces come under one word cal...Yashwanth Rm
Understanding the Business :
To understand any business the critical step is to explore all the factors related to business and properly judging its impact on the business. There are many factors and forces which have considerable impact on any business. All these forces come under one word called environment.
This document discusses concepts related to total quality management. It defines quality as customer satisfaction and fitness for use. Total quality management is described as a comprehensive, organization-wide effort to improve quality. Key concepts covered include defining customers, products, and how customer satisfaction is achieved through product features and freedom from deficiencies. Reasons for the increased focus on quality like competition and changing customer demands are provided. Different perspectives on quality are outlined. The document also discusses quality gurus like Deming, Juran, Feigenbaum and their philosophies. It covers topics like costs of quality, elements of TQM implementation, and process management tools.
ILRI Seminar_Presentation by AHall_Our search for effective research and inno...Food_Systems_Innovation
International agricultural research has long searched for effective models to connect research to innovation and impact with mixed success. This has led to a need to invest in understanding innovation practice through learning rather than reliance on universal models. The document argues that establishing a scientific basis to link multi-stakeholder partnership practice with impact requires a framework and evidence on what works. The CGIAR is well positioned to contribute knowledge on how innovation processes work and to develop practices that enable effective contribution to impact.
Introduction for ISO 9001 2015 Implementation. This is a very basic presentation with description of important points for consideration during implementation.
This document provides an overview of environmental management systems and ISO 14001. It discusses key concepts like ecological footprints, sustainability, and the challenges of achieving sustainability. It examines strategies for integrating sustainability into business decisions and outlines the major components of an environmental management system based on ISO 14001, including leadership commitment, policy, planning, operations, performance evaluation, and improvement. Students are then assigned a case study project where they must present the key elements of an organizational environmental management system following ISO 14001 guidelines.
AUDIT EXERCISEWhen trying to determine the ability of the organi.docxikirkton
AUDIT EXERCISE
When trying to determine the ability of the organization to manage technology and innovation, it is important for managers to understand the firm s capabilities. Capabilities are the set of characteristics an organization possesses to facilitate and support its strategies. In the management of innovation and technology, there are a number of frameworks for determining the innovative capabilities of the organization. The Innovative Capabilities Audit Framework22 indicates five categories of variables for a business to consider. These categories are:
1. Resource availability and allocation
2. Capacity to understand competitors' strategies and industry evolution with respect to innovation
3. Capacity to understand technological developments relevant to the business
4. Structural and cultural context of the business unit affecting intrepreneurship (internal entrepreneurship)
5. Strategic capacity to deal with innovation initiatives by internal entrepreneurs
What type of information would you need to collect in each of these five areas to determine when, where, how, if, and what innovations should be undertaken in the business? Be specific and justify your answer.
DISCUSSION QUESTIONS
1. Discuss the definition of technology from a strategic point of view.
2. Discuss the role of innovation in the strategic management process.
3. Define management of technology and give an example based on your knowledge.
4. Define management of innovation and give an example of how a firm can manage innovation processes.
5. Give an example of GE s management of technology and how they were able to gain a competitive advantage from those activities.
PART ONE OPENING CASE: GENERAL ELECTRIC
The GE case illustrates the changes a company can go through because of a change in technology and innovation. What changes in technology do you think GE has undertaken? In process? In product? What type of innovation do you think these changes illustrate (see Figure 1.4)
(White 29)
White, Margaret A., Garry Bruton. The Management of Technology and Innovation: A Strategic Approach, 2nd Edition. South-Western, 2014-08-04. VitalBook file.
The citation provided is a guideline. Please check each citation for accuracy before use.
APPENDIX 1 Social Responsibility and Management of Technology and Innovation
This appendix discusses social responsibility and managing technology and innovation. In recent years, societys expectations of business have changed. Society expects that firms will act in the public interest rather than focus on maximizing profits at any cost. The expectations that firms will act to benefit society will continue in the future and in fact will be expected to become even stronger.1 As a result the social issues surrounding either internal innovation or externally obtaining technology will increase both the complexity of technology management and the impact on firm performance. Thus, by considering social issues, managers may not only impact the firms ...
The document introduces the Certified Business Innovation Manager (CBIM) certification program. It discusses that CBIM aims to provide professionals with the skills and expertise needed to drive innovation in organizations. The certification has three levels that cover innovation fundamentals, advanced techniques, and a final certification project. Level 1 introduces concepts like the innovation process and building a culture of innovation. Level 2 teaches tools for developing innovation strategies, motivating employees, and cultivating innovation. Level 3 requires candidates to submit a final project applying their innovation knowledge to a potential business idea. Completing all three levels leads to CBIM certification.
The document introduces the Certified Business Innovation Manager (CBIM) certification program. CBIM aims to teach professionals how to implement innovative approaches in the workplace to solve complex problems and increase competitive advantage. It covers three levels, with Level 1 focusing on the basics of innovation and strategy. Level 2 and 3 build on these concepts. The certification helps professionals in areas like new product development, marketing, and decision-making. Completing all three levels and an innovation project prepares one to be a leader in driving organizational innovation.
The document discusses quality, quality management, and quality assurance in education. It defines quality as the degree to which education fulfills the needs and expectations of stakeholders like students. Quality management coordinates activities to direct and control an educational organization regarding quality. Quality assurance provides confidence that quality requirements will be met. The document outlines a common structure for a systematic quality management approach in education organizations, following universal quality management principles like customer focus, leadership, and continual improvement.
This document provides an overview of business environment fundamentals. It defines business, characteristics of business, and how factors like globalization, competition, and technology are changing business. It then defines internal and external environment. The internal environment includes factors like value systems, management structure, and human resources that a business can control. The external environment includes macro factors like the economy, society, and regulations, as well as micro factors like suppliers, customers, competitors, and public groups that influence business. It explores how the internal and external environments impact business decision making and performance.
This document provides an overview of the contents to be covered in the GBBA 301A and GBBA 301B courses on fundamentals of business environment. The GBBA 301A course will cover topics such as components of culture, economic systems and policies in India, political systems, legal environment, and financial environment. The GBBA 301B course will involve students conducting environment scans of companies, analyzing socio-cultural differences across countries, studying economic environments, comparing political systems, and examining foreign exchange rates. Both courses aim to help students understand the business environment concept.
Business Environment: Concept, Nature and Significance,
Environment Scanning: Meaning, Nature and scope, Process of Environment Scanning, Interaction between Internal and External Environment
These slides present aspects for realizing quality management approaches in university environment covering composite activities of education, research and collaboration with other organizations of the society. The aim is at excellence in universities’ performance through applying recognized professional quality management principles and practices that are generally used in all kinds of organizations of the society.
The document discusses business-integrated quality management, which aims to seamlessly coordinate quality activities within an organization's normal business operations and management processes. It cannot be distinguished from normal business management. Key aspects include understanding the organization, management, quality, and quality management from the perspective of the specific organization. Popular quality management methodologies like Lean, Six Sigma, ISO standards, and performance excellence models can be embedded within an organization's overall business system and strategic and operational direction. The challenge is applying these concepts flexibly based on each organization's unique business needs and processes.
This document discusses the importance of considering people aspects in business process management. It argues that while people's roles have historically been an integral part of business processes, modern approaches like Taylorism have deemphasized the human element. The document advocates for an integrated view of people and processes at both the strategic and operational levels. It also presents frameworks for measuring and improving people performance within an organization's business processes. The conclusion is that high quality results depend on consistently managing both people and processes together across all levels of the organization.
The document discusses how organizations can aim for competitive products and satisfied customers during an economic recession. It emphasizes focusing on the essentials like producing high-quality goods and services, creating value for customers, and refining business processes. The recession presents challenges but also opportunities to critically examine practices and courageously learn and innovate new approaches. Quality methods should concentrate on the basics and utilizing systematic practices.
The document discusses the timeline and process for revising ISO 9001 to release version ISO 9001:2015. Key points include:
- ISO has standardized a common structure, terminology and definitions for management system standards, which ISO 9001:2015 will follow.
- Three management system standards have already been published in the new harmonized format, and seven others are in progress, including ISO 9001 and ISO 14001.
- The timeline estimates a draft international standard ballot in June 2014 and final publication of ISO 9001:2015 in December 2015.
The document discusses Academicians' collaborative activity in Europe. It provides information on the number and locations of Academicians in Europe, as well as their individual and collective impacts. It also examines questions about enhancing Academicians' influence on quality professionals and leaders in Europe, collaborating with European universities, and increasing communication among Academicians through modern interactive technologies.
This document discusses interactive information technology for quality management and quality assurance. It addresses:
1) Quality management and quality assurance as consistent business management issues focused on processes, products, and communication with stakeholders.
2) The importance of information, knowledge, and learning in business management, with quality management principles based on high information and knowledge content.
3) The need to enhance information technology with interactivity to improve sharing of knowledge and experience for training, learning, and continuous improvement.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
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These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
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Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
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PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
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1. 1
Quality and Innovation
June 20, 2013
Juhani Anttila
International Academy for Quality (IAQ)
Helsinki, Finland
juhani.anttila@telecon.fi , ww.QualityIntegration.biz
These pages are licensed
under the Creative Commons 3.0 License
http://creativecommons.org/licenses/by/3.0
(Mention the origin)
2. 2
xxxx/21.11.2009/jan
Quality and innovation as business management disciplines:
1. From discrete evolution to organizational integration
2. Innovation, a tradition in quality management
3. Innovation measures aim at quality
4. Innovations in technology, products, and quality management
5. People as the primary source of innovation
6. Quality and innovation integration
7. Organizational learning for innovation in quality and quality in innovation
8. Conclusions
Quality and Innovation
4. 4
Quality
Quality and Innovation: Disciplines for the benefits of
organizations and society Evolution and realization
3984/3.3.2013/jan Innovation
Shewhart 1924
Ichikawa 1962
Feigenbaum 1945
Deming 1947
Juran 1935
Modern
quality activists
Tarde 1903
Role model
organizations
Great inventors
Modern technological
inventions
Schumpeter 1939
Technological innovations
Rogers 1962
Social innovations
Intellectual Property
Rights
Collaborative
innovation
The disciplines have evolved in isolation
from each other.
Quality and innovation are realized for
the benefits of organizations and society
There are only few substantial cross-
references between the disciplines.
Global, national and
regional movements
Ancient quality
achievements
Ancient innovation
achievements
National and regional
movements,
ISO standardization 1979
5. 5
Relationships of quality and innovation
in theory and practice?
3990/3.1.2013/jan
Discipline’s
evolution
Contentual
relations
Integration
in businesses
An organization’s
business management
Q Q QI I I
Contentual elements of the disciplines (quality & innovation)?
Quality management & Innovation management?
7. 7
What is QUALITY all about?
The concept quality is according to the
standard ISO 9000 associated with the
following things:
– Item to be addressed from the quality
point of view
– Inherent characteristics of the item
– Degree that the item possesses
particular characteristics
– Fulfillment – requirements
characteristics
– Requirements - needs and
expectations, general / specific, stated
/ implied
– Interested parties(*) related to the item
In the relationship with the interested parties,
quality is for :
– Win / Win operational principle
– Satisfaction, net value to all parties
In competitive business environments, the
degree requirement is:
– Excellence
Non-Quality includes:
– Defect – non-fulfillment of the needs and
expectations
– Nonconformity – non-fulfillment of the
stated requirement specifications
2482/17.4.2013/jan
”degree to which a set of inherent characteristics fulfils requirements”
(*) In general interested parties of an organization include customers, owners, people in an
organization, suppliers, bankers, unions, partners, society, etc. This gives a very wide
meaning and coverage to the quality concept.
8. 8
The pursuit of WOW!
- T. Peters 1994
”...stepping out (individuals at all level in a firm and independent
contractors) and standing out (corporations and other
organizations) from the growing crowd of look-likes...”
0014/26.3.2013/jan
In search of excellence
- T. Peters 1982
A passion for excellence
- T. Peters 1985
Striving for excellence
(*) Tom Peters
INNOVATION
REQUIRED!
9. 9
Innovation is an old tradition and a new challenge
in quality management
3989/3.1.2013/jan
Quality (in an organization’s business connection) =
• degree to which the organization’s products (goods and services) fulfill
requirements of the customers and the market place (ISO 9000)
Organizations compete with each other by the quality of their products and efficiency
of their operations. In order to be successful, organizations must be responsive to
changing market situations and strive for distinctively outstanding and excellent
products in an efficient way. In quality management this has been solved through
applying continual improvement methodologies with innovations in the products and
business processes.
Hence, innovation is not any new subject in the quality discipline but it has inherently
been in professional quality practices already decades.
• However, we have not got much innovations in the quality methodologies. This
is a crucial challenge to the quality professionals.
10. 10
Innovation in the ISO 9004:2009 standard for the
sustained success of an organization
3985/3.1.2013/jan
The sustained success of an organization is demonstrated by its ability to satisfy the
needs and expectations of its customers and other interested parties, over the long
term and in a balanced way. This can be achieved through
• Awareness of the organization's environment
• The effective management of opportunities and risks
• Learning from experience
• Application of improvement and innovation
Innovation can be applied to issues at all levels, through changes in
• Technology or product
• Processes
• The organization
• The organization's management system
In the context of quality management, innovation is linked with improvements and
organizational learning.
11. 11
Fundamental concepts, core values, and
principles for good management
3009/3.4.2013/jan
ISO 9000 – Quality management principles:
• Customer focus
• Leadership
• Engagement and competence of people
• Process approach
• Improvement
• Informed decision making
• Relationship management
EFQM - Fundamental concepts:
• Adding value for customers
• Creating a sustainable future
• Creating organizational capability
• Harnessing creativity & innovation
• Leading with vision, inspiration & integrity
• Managing with agility
• Succeeding through the talent of people
• Sustaining outstanding results
Malcolm Baldrige - Core values and concepts:
• Visionary leadership
• Customer-driven excellence
• Organizational and personal learning
• Valuing employees and partners
• Agility
• Focus on the future
• Managing for innovation
• Management by fact
• Social responsibility
• Focus on results and creating value
• Systems perspective
Each organization defines its good
management principles from
organization’s own business point of view.
These general principles may help
organization in this task.
12. 12
Innovation is a central topic in the performance
excellence models (Example Malcolm Baldrige model)
4047/2.2.2013/jan
Innovation ensure the organization succeed now and in the future:
• The opportunities that affect the organization’s competitive situation include
innovation and collaboration.
• The key elements of the organizational performance improvement include
evaluation, organizational learning, and innovation processes.
Requirements for innovation:
• Technological and organizational innovation in products, operations, and the
business model
• Rate of innovation and rapid innovation
(Ref.: Malcolm Baldrige criteria)
13. 13
Forces of change - Shaping the future of quality
1. Global responsibility
2. Consumer awareness
3. Globalization
4. Increasing rate of change
5. Workforce of the future
6. Aging population
7. 21st century quality
8. Innovation
The sixth future study of the American Society
for Quality in 2011
3986/2.1.2013/jan
Emergence to the future
Quality profession is striving for
broader scopes:
Production process (1924)
Quality system (1987)
Quality management system (2000)
Business ecosystem (2010)
Preferred scenario: “Resource restoration”
Creating implications to quality concept, organizations, and the quality profession as a whole
15. 15
All innovations are for quality improvements!
3991/3.1.2013/jan
There are no internationally standardized definition for the concept innovation.
In most cases innovation means a conceptually new and commercially viable solution in
products, processes, business systems, and technologies, or a new solution that is readily
available to markets, governments, and society.
In simple words, innovation means improved quality.
All business innovations directly promote the basic intentions of quality management to
improve product performance, increase the efficiency of business processes, and make
possible organizations’ radical structural and operational transformation and reforms.
All these topics are basic intentions of the professional quality management.
16. 16
Innovations for unique business solutions
What are innovations about?
1804/2.1.2013/jan
What
How
New
New
Old
Old
Innovations are for improving the
performance of products, and
business structures and processes.
From organization’s performance
point of view “How” is more important
than “What”.
I1 I2
I3Old
17. 17
Conceptual elements of innovation
3982/3.1.2013/jan
Historical conceptions of innovation:
1. Imitation 2. Invention 3. Discovery 4. Imagination 5. Ingenuity 6. Cultural change
7. Social change 8. Organizational change 9. Political innovation 10.Creativity
11. Technological change 12. Technological innovation 13. Commercialized innovation
The Vocabulary of Innovation:
ACT SOURCE EFFECTS
Imitation Inspiration Culture
Invention Ingenuity Civilization
Discovery Curiosity Evolution
Experiment / Investigation Imagination Modernity/Progress
Initiative Reason (logic) Advancement
Praxis/action Improvement
Change Development
Creation/Creativity Revolution
Production
Novation / Innovation Novelty
(Ref.: Benoît Godin)
Quality aspects are here implicitly included.
18. 18
World-wide innovation movements
4048/3.1.2013/jan
Global contributions to innovation:
• OECD, The Organisation for Economic Co-
operation and Development
The contribution of innovation to
economic growth and well-being
• WIPO, World Intellectual Property Organization
Annual World Intellectual Property Day
(April 26)
Promoting innovation and creativity for the
economic, social and cultural development
in all countries
Celebrating the contributions made by
innovators and creators
Ensuring intellectual property (patents,
copyright, trademarks, designs, etc.) as a
means of stimulating innovation and
creativity
Regional innovation movements
• EU: The Innovation Union, Horizon 2020
Boosting research and innovation in the
member states
National innovation movements and systems
• USA, Finland, Estonia, China, India, etc.
National innovation strategies and policies
Understanding the role of large scale
innovation movements:
• Primarily the movements focus on
research and product and technology
development, industrial R&D
(improved products and processes),
and on the intellectual property rights
(IPR).
• A national innovation system is not
any system (or it may be only political
rhetoric), but a concept for an
emergent network of various
independent actors (public or private).
• Real innovations are created by
independent individual inventors and
organizations or through their
collaboration in networks.
• There is no remarkable collaboration
between quality and innovation
professionals in these movements.
19. 19
Example:
Innovate America
Global, national and regional movements
implicitly underline quality aspects
3987/3.2.2013/jan
Although there are much
quality aspects emphasized
in these programs, however,
typically quality experts
have not been involved
with these activities.
21. 21
Product and technology innovations
in quality management
3992/3.1.2013/jan
A competitive product quality (product excellence) is based on technology and product
innovations.
In quality management, this is a crucial issue in managing the business processes related with
(ISO 9004):
- product realization
- acquisition of new technologies
According to the ISO 9004 standard, innovation can be applied to issues at all levels, through
changes in technology or product, i.e. innovations that:
- Respond to the changing needs and expectations of customers or other interested parties
- Anticipate possible changes in the organization’s environment and product lifecycles
22. 22
Technology and innovation
1983/2.1.2013/jan
Technology:
- Processes by which an organization transforms labor, capital, and
information into products (goods and services) to provide value for interested
parties (stakeholders)
(This concept of technology extends beyond engineering and
manufacturing to encompass a range of marketing, investment, and
managerial processes. It also includes quality management)
Innovation:
- A change in one of the technologies
(Ref.: Christensen)
23. 23
Value networks, the basis for technology innovation
1988/2.2.2013/jan
Organizations’ success or failure to respond to technology change depend on:
• Managerial, organizational, and cultural basis
• Ability of organizations to deal with new technology with regard to the
required new skills and competences
The concept of value network, however, has actually much greater power to create
benefits of new technologies and to avoid stumbling when confronting technology
change.
(Ref.: Christensen)
24. 24
Sustaining versus disruptive technology
1984/2.1.2013/jan
Sustaining technologies:
- Technologies fostering improved product performance
(Development of sustaining technology may be discontinuous or radical in
character or of an incremental nature.)
Disruptive technologies (discontinuous innovation):
- Technologies that result in worse product (technical) performance (at least in the near
term)
(Generally, disruptive technologies bring to market very different value proposition
than had been available previously. Generally, disruptive technologies
underperform established products in mainstream markets. But they have other
features that a few customers value. Products based on disruptive technologies are
typically cheaper, simpler, smaller, and more convenient to use.)
(Ref.: Christensen)
25. 25
The impact of sustaining and disruptive
technological innovations
1986/2.1.2010/jan (Ref.: Christensen)
Performance
Time
Performance demanded
at the high end of the market
Disruptive
technological
innovation
Performance demanded
at the low end of the market
Progress due to
sustaining technologies
26. 26
4026/20.3.2013/jan
New technologies have essential impacts on
product characteristics and the effectiveness
and efficiency of the related processes. These
technologies include:
Information technology
Biotechnology
Nano- and microtechnology
Optical technology
Energy technology
Social technology
Etc.
Technology challenges
We have been involved with the following
examples of the ICT (information and
Communication technology):
Radio frequency identification
(RFID)
Ubiquitous information technology
Internet internet of things (IoT) and
machine-to-machine applications
Mobile payment technology
Cloud services
Mashup products.
In addition to the impact on quality of products, the new technologies also have challenging
influence e.g. on environmental, social, safety and security performance, including:
Environmental protection
Information security
Health risks
27. 27
Quality management: Challenges to innovation
3993/3.2.2013/jan
Due to the crisis we have needs particularly for disruptive and lean innovations in quality
management and quality assurance practices because the existing prevalent practices in
organizations are not necessarily any more relevant or effective to the challenges of today’s
business environments, e.g. related to networked businesses and ecosystems.
Time
Speed
Changes
Agility
Complexity
Diversity
Immaterialness
Variety
(of business environment)
Business
environments
and society
Problem
Quality profession
A crisis of quality profession due to the lack of innovations in the quality management principles,
tools, and infrastructures with regard to the changes in organizations’ business environments.
Are there any real innovations
created for organizations' quality
implementations after Deming,
Ichikawa, Juran, and Feigenbaum?
Do we only follow the French
saying, "Plus ca change, plus c'est
la même chose (More it changes,
the more it's the same thing)“?
28. 28
From consensus standards (1) to creative applications (2)
A standard / Consensus process
Organization A: Realization A / Innovation process A
Practical realization
of the standard
4049/27.3.2013/jan
Standardization
Organization B: Realization B / Innovation process B
(1)
(2)
29. 29
Trampoline strategy for applying standards
3883/12.1.2011/jan
There are no restrictions to use general standards
(e.g. ISO 9000) in an innovative way and to strive for
excellence in business performance.
– It depends only on organizations’ business
leaders’ and experts’ will and ability to
differentiate from the others of the crowd.
– The biggest obstacles that blocks our way or
prevents or hinders progress is our existing
habbits, misperceptions, and prejudgments
that are hard to give up.
A
B
30. 30
Challenges for creative ISO 9000 applications
1880/8.2.2013/jan
We cannot change general standards but we may implement and apply them
creatively:
1. Sound guiding business ideas, e.g. organization-dedicated concepts
and principles, goals and strategies, aligned with the challenging aims
of the ISO 9000, and particularly ISO 9004:
• Living with the models of the modern professional quality
approach integrated with business issues
• Understanding ISO 9000 standards for quality of management
and for business excellence
2. Effective tools, methods and theories supporting the quality approach:
• Using internationally recognized methodology for increasing
business effectiveness and efficiency, and for differentiating
from the others
• Applying modern means, e.g. using advanced IT business
methodology (“e-quality”, “e-certificate”, etc.)
3. Innovatory management infrastructure for realizing the quality
approach
• Mobilizing the whole organization to use innovatively company’s
selected business integrated quality principles and tools
• Tuning quality approach with the rapidly changing and emergent
business environment and organizational management
structures
Quality integration
based on a creative
application of the ISO
9000 standards
32. 32
Recognizing and appreciating people role in innovation
as individuals and in collaborative networks
4050/3.1.2013/jan
Intellectual property (IP) derives from the work of an individual's mind or intellect. IP includes
industrial property (inventions, patents, trademarks, industrial designs, and geographic
indications of source) and copyright (novels, poems and plays, films, musical works, artistic
works such as drawings, paintings, photographs and sculptures, and architectural designs).
• Intellectual property rights (IPR) give the creator an exclusive right over the use of his/her
creation for a certain period of time.
• Creative Commons provides an infrastructure and tools to
give individual creators, companies, and institutions a simple,
standardized way to a “some rights reserved” approach to
copyright though licenses that are legally solid, globally
applicable, and responsive to our users’ needs.
Today, many of the innovations come from the collaboration of many individuals operating in
networks. Genuine innovatory networks are unplanned, emergent aggregations. Network
members are independent actors. Nobody manages the network as a whole but each actor has
its own characteristic impact in the network.
Crowdsourcing is the practice of obtaining needed services, ideas, or content by soliciting
contributions from a large group of people and especially from the online community rather
than from traditional employees or suppliers.
Creativity is in connection with the human subconscious and intuition (imaging). Every human
being is naturally creative. A key issue is to release this ability of the internal and external
obstacles to implementation, and to activate it to practical situations (processes).
These pages are licensed
under the Creative Commons 3.0 License
http://creativecommons.org/licenses/by/3.0
(Mention the origin)
33. 33
A road to an individual mastery in creativity
3998/7.3.2013/jan (Ref.: Julia Cameron)
Road to creativity is affected by:
1. The sense of safety; positive attitude to creativity without fear
2. The sense of identity; honest self-scrutiny and awareness with regard to own needs,
interests and mental limits, autonomy and self-protection
3. The sense of power; mental strength, and perseverance to overcome obstacles of
spiritual growth, hope
4. The sense of integrity; being honest and having strong moral principles, moral
uprightness, being whole and undivided
5. The sense of possibility; release from everyday ties, believe in a new and positive action
6. The sense of abundance; joy and plentifulness of the good things of life
7. The sense of connection; social and professional contacts for influence and help
8. The sense of strength; winning the losses and withstanding criticism, coping with the
inadequacy of time
9. The sense of compassion; sympathetic concern about the sufferings or misfortunes of
others
10. The sense of self-protection; avoiding obsessions, e.g. workaholism, dangers due to
lack of mental stimulation, lust of reputation, and unhealthy competing
11. The sense of autonomy; feeling freedom, acceptance and success, detaching from self-
centeredness, getting contact with the outside world through physical activity
12. The sense of faith; trusting, knowing own consciousness and creativity, recognizing
imagination
35. 35
Integrating quality and innovation managements with
business management in an organization
3994/3.2.2013/jan
Organizations have a key role in implementing quality and innovation procedures in
practice.
It is not beneficial to the organizations if quality management and innovation
management are developed apart from organization’s business aspirations and as
isolated initiatives from each other.
Quality and innovation disciplines need each other and they even may cross-fertilize
each other, e.g. there should be quality and innovation in both quality and innovation
processes.
36. 36
Business integration: Linking quality management and
innovation management to business management
3981/3.4.2013/jan
Business
management
Fayol 1916
Taylor 1911
Modern
business thinkers
Role model
organizations
Management theories
X, Y, and Z
Business integration
Quality Innovation
Shewhart 1924
Ichikawa 1962
Feigenbaum 1945
Deming 1947
Juran 1935
Modern
quality activists
Tarde 1903
Role model
organizations
Great inventors
Modern technological
inventions
Schumpeter 1939
Technological innovations
Rogers 1962
Social innovations
Intellectual Property
Rights
Collaborative
innovation
Global, national and
regional movements
Ancient quality
achievements
Ancient innovation
achievements
National and regional
movements,
ISO standardization 1979
37. 37
Integration is the main strategy for a professional
expertise approach within an organization (system)
Integration means:
• Implementing effective and efficient expertise
items embedded within normal business
management activities (especially in business
processes)
- Acting against building distinct ”expertise
systems” (i.e. lack of integration).
Business-separated expertise initiatives
are artificial.
One must understand and take into account the
nature of the organizational system, its business
and its realities when implementing expertise
initiatives of business management. Integration is
always an organization-dedicated solution.
3988/8.1.2013/jan
Expertise disciplines may include:
•Finance
•Quality
•Business risks
•Assets
•Information security
•Human resources
•Information and communications
•Knowledge
•Occupational health and safety
•Environmental protection
•Innovation
•Ethics
•Social responsibility
•etc.
There are different standards published for
these different expertise disciplines.
Cross-influence and collaboration of all expertise
areas are needed. E.g. innovation is needed in
quality management and quality in innovation
management.
38. 38
Invention
(Creativity and an
inventor’s idea)
Innovation
(A new solution in use for
the benefit of individual,
organization, or society)
Time, money, resources, activity, collaboration,
multi-disciplinary know-how, commitment
I1 I2
I3Old
Old New
OldNew
Product (goods, service),
or structure (What)
Activityorprocess(How)
Environment
Education,
knowledge Design
Expert services Manufacturing
Marketing
Realizing solutions: People, processes, structures,
practices, organizations, cultures, values, etc.
Benefits to all involving parties
Materials
Sales
Financing
Development
Management
Piloting,
testing
Software
Delivery,
logisticsHostile
agents
Quality and innovation realization
3999/7.1.2013/jan
39. 39
Integrating specialized managerial disciplines and
ensuring natural business diversity
3342/2.2.2013jan (Ref.: ISO Management systems standardization, MSS)
General
management
responsibilities
and a business
system
Risks
Finance
Product
quality
Occupational
health and safety
Security
Environment
Social
responsibility
Innovation
The Finnish model
for integration (MSS)
Organizational diversity
Organizational
identity & privacy
General management
systemBusiness
leaders role and
responsibility
41. 41
From top management’s understanding, communication,
and commitment to business system’s performance
1057/5.1.2013/jan
0Head’s
Idea
Collaborators,
Senior Leaders
(Chain Reaction)
System
(for Business
Mission):
• Employees
• Partners
• Experts
Major business
results
(Improvement)
= Catchball
+
CEO,
President
42. 42
3621/2.1.2013/jan
An organization is a living organism. It is a set of
conversations among people.
Language is the defining environment in which an
organization lives. It is how those in the system reach
agreement. Language is a medium for organizational
growth and change.
Narrowing language increases efficiency. A shared common
language helps the organization arrive at decisions more
efficiently.
Narrowing language increases ignorance. Constrained
by a limited vocabulary, the organization becomes
unable to adapt to fundamental changes in its
environment. Being unable to change, the organization
eventually declines. As ignorant of our own ignorance,
we cannot ask questions outside our own language
experience.
Conversations necessary for
generating new opportunities
come from outside the
organization, from the language
that has a different history.
(Ref.: Sun, The little grey book)
The crucial role of leadership and language
in organizational creative development
An organization may learn and grow only if it creates conditions that help generate new language.
Using new language, an organization may create new paths to productivity, and regenerate itself.
43. 43
Organizational learning for quality management and
innovation management integration in an organization
3995/3.2.2013/jan
1. Conceptual compatibility
• Quality management = coordinated activities to direct and control an organization
with regard to quality (ISO 9000)
• Innovation management = coordinated activities to direct and control an
organization with regard to innovation
2. Business management’s consistent commitment to quality and innovation from the
organization’s business management point of view
3. Collaboration of the organization’s quality and innovation experts in the organization
• Organizational expertise reinforcing contacts to external experts and knowledge
sources
4. Harmonized approach in implementing both quality and innovation procedures in the
organization
• ISO/IEC Directives for the high level structure and common concepts that are aimed
at for systemizing the management of the different disciplines may be useful.
5. Common managerial framework that supports organizational learning in all necessary
knowledge areas that are needed for the business management
44. 44
Cornerstones of an organization’s different disciplines
management (A learning organization framework)
3996/15.2.2013/jan
An organization’s
disciplines management
approach and
integration
(1)
Clear understanding of
the guiding ideas,
concepts, and principles
(3)
Efficient
innovatory
management
infrastructure
(2)
Effective
management
tools
Given
“ImplicateOrder”
(Ref.: P Senge)
Performance
excellence
Performance references:
-Own targets
-Competitors’performance
-World class level
45. 45
Foundations for managing the balanced
multidisciplinary learning in an organization
1. Personal mastery
2. Mental models
3. Shared vision
4. Team learning
5. Systems thinking
3997/10.1.2013/jan (Ref.: Senge)
Quality Innovation
Business
47. 47
4051/3.1.2013/jan
Quality and Innovation, as managerial disciplines
- Conclusions
From a business perspective:
1. The general evolution of quality and innovation disciplines takes place separately by the
experts of the discipline communities.
2. These disciplines have remarkable conceptual relationships and useful interactional
possibilities.
3. Quality and innovation arise in organizations’ business systems through business
processes. National, regional and global authorities and institutions have a supportive role.
4. Challenges:
• Innovation achievements from quality professionals with regard to quality
management and quality assurance methodology
• Enhancement of quality of innovations, i.e. to fulfill needs and expectations
people, organizations and societies, supported by professional quality
management processes
• Collaboration of the quality and innovation practitioners and professionals
• Organizational learning and business integration in organizations
From a societal and global perspective:
Only quality and innovation could save our planet!