This document discusses quality costs and techniques for analyzing quality problems. It describes the four categories of quality costs: prevention costs, appraisal costs, internal failure costs, and external failure costs. An example is provided to illustrate how to calculate costs for each category. The document also outlines three methods for identifying quality problems: control charts, Pareto diagrams, and cause-and-effect diagrams. Control charts graph performance over time and identify processes that are outside the normal range of variation.
This document discusses strategies for reducing costs across the warranty chain. It covers topics like warranty administration, call handling and dispatch, technical support through knowledge management, service parts logistics and depot repair, and asset recovery. Performance metrics and benchmarks are provided for each area, along with examples of how implementing best practices can improve outcomes.
Taguchi Method is a new engineering design optimisation methodology that improves the quality of existing products and processes and simultaneously reduces their costs very rapidly, with minimum engineering resources and development man-hours
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
This document provides information about Ambe Engineering, including their expertise in cost, operational and management improvement initiatives primarily for the automotive and heavy truck industries. It details their staff experience and locations. It then outlines their mission to improve profitability through problem solving, resource support, cost reduction, quality improvement, and other initiatives. Several case studies and areas of expertise are described related to warranty analysis, competitive cost analysis, and their problem solving methodology.
The document discusses various concepts and techniques related to short-term scheduling operations management. It covers topics like capacity planning, aggregate scheduling, master scheduling, forward and backward scheduling, scheduling criteria, sequencing rules, priority dispatching, bottleneck identification and management, and finite capacity scheduling. The goal of scheduling is to optimize resource use so that production objectives are met.
This document discusses quality costs and analyzing the cost of quality (CoQ) through a CoQ program. It defines categories of quality costs like prevention, appraisal, internal failure and external failure costs. The goal of a CoQ system and analysis is to facilitate quality efforts that lead to reducing operating costs by directing attacks on high failure costs and investing in prevention. It provides details on how to start a CoQ program, including getting management awareness, implementing a CoQ plan, identifying quality cost elements, and reporting quality costs over time on function and company-wide levels. The document promotes applying the DMAIC model and Six Sigma infrastructure to CoQ analysis and improvement projects.
This document discusses the cost of poor quality (COPQ) and how measuring quality costs can help businesses. It defines COPQ and outlines the different types of quality costs including prevention, appraisal, internal failure, and external failure costs. Measuring COPQ exposes hidden costs and provides a tool to prioritize issues, measure improvements, and maximize profits by reducing waste. The benefits of using quality cost metrics include aligning quality goals, prioritizing problems, and incentivizing doing tasks right the first time.
The document discusses quality costs versus non-quality costs. It shows that there are two balance points: 1) where increasing quality costs through prevention and appraisal activities decreases non-quality costs, and 2) where decreasing quality costs through consolidation increases non-quality costs. The ideal balance point is specific to each company's approach to quality and culture. Quality costs include prevention and appraisal costs while non-quality costs are direct like internal failures and indirect like lost sales.
This document discusses strategies for reducing costs across the warranty chain. It covers topics like warranty administration, call handling and dispatch, technical support through knowledge management, service parts logistics and depot repair, and asset recovery. Performance metrics and benchmarks are provided for each area, along with examples of how implementing best practices can improve outcomes.
Taguchi Method is a new engineering design optimisation methodology that improves the quality of existing products and processes and simultaneously reduces their costs very rapidly, with minimum engineering resources and development man-hours
Using the CMMI-SVC to Transform an Organization into a High-Functioning, Cust...Henry Schneider
As a company grows and matures from a startup entrepreneurial venture to a sustainable corporation, the departments and company services that begin as good ideas expand and evolve to support the company’s growing business. Many times these services simply develop without any strategic vision resulting in institutionalized behaviors that are incompatible with the company’s business goals and objectives. Consequently, the transition to a larger corporation becomes a challenge. A notable example is a company’s Engineering Services Department.
When people think of Engineering Services, the Customer Support or Help Desk team is what first comes to mind. However, other services such as Product Training, Field Services (product installation and troubleshooting), and Engineering Sales Support may be provided as well.
As a product development company begins selling product, the Customer Support function becomes one of its first service offerings whether or not it recognizes it as such. In addition, it is natural for the focus of the Customer Support function to be on pleasing their customer base, as many sales are contingent upon repeat business and word of mouth until the company and its product line become established in the marketplace. Nevertheless, without a clear idea of its charter and strategic direction to support business growth and identify new markets and service offerings, the Customer Support Specialists focus instead on supporting their customer base on non-company and non-product issues and questions that consume internal resources without any tangible benefit to the company. Once a company starts banging its head on the “glass ceiling” as it attempts to grow, the leadership may recognize that its current Engineering Services approach does not support its strategic business goals and objectives.
In these circumstances, the company is not necessarily interested in implementing the CMMI for Services (CMMI-SVC) and becoming appraised to either Maturity Level 2 or Maturity Level 3. However, by using the Continuous Representation, the CMMI-SVC can provide the needed guidance to help a company restructure and reorganize its Engineering Services approach in order to become a profit center or revenue generating function.
In this presentation, we will present a case study for OMNI Flow Computers, Inc., a company that specializes in the design, development, and manufacture of panel-mount multi-run, multi-tasking liquid and gas flow computers, and field-mount, hazardous area controllers/RTUs for liquid and gas custody transfer metering systems. The challenge facing OMNI was to develop its Engineering Services Department into a high-functioning, customer-driven profit center. OMNI’s Engineering Services Department consists of three groups: Customer Support, Training, and Engineering Field Services. Customer Support handles customer questions, concerns, and issues. The Training group provides training on the OMNI product line to its customers and users. Engineering Field Services provides on-site troubleshooting services on an as-needed basis.
As the Training and Engineering Field Services groups were recent additional capabilities, Customer Support presented the biggest obstacle to overcome. Noted management consultant Peter Drucker declared several years ago that Quality in a service or product is not what you put into it. It is what the client or customer gets out of it. Moreover, an obstacle to achieving this objective was one of the core challenges faced by the department: developing an appropriate customer focus and developing new service offerings. A major reason for these challenges is the nature of OMNI products. OMNI's customers integrate their products into custody transfer systems that involve a wide variety of large-scale hardware and electronic equipment from other manufacturers. OMNI’s customers usually develop and commission these systems for their clients and end users. Therefore,
This document provides information about Ambe Engineering, including their expertise in cost, operational and management improvement initiatives primarily for the automotive and heavy truck industries. It details their staff experience and locations. It then outlines their mission to improve profitability through problem solving, resource support, cost reduction, quality improvement, and other initiatives. Several case studies and areas of expertise are described related to warranty analysis, competitive cost analysis, and their problem solving methodology.
The document discusses various concepts and techniques related to short-term scheduling operations management. It covers topics like capacity planning, aggregate scheduling, master scheduling, forward and backward scheduling, scheduling criteria, sequencing rules, priority dispatching, bottleneck identification and management, and finite capacity scheduling. The goal of scheduling is to optimize resource use so that production objectives are met.
This document discusses quality costs and analyzing the cost of quality (CoQ) through a CoQ program. It defines categories of quality costs like prevention, appraisal, internal failure and external failure costs. The goal of a CoQ system and analysis is to facilitate quality efforts that lead to reducing operating costs by directing attacks on high failure costs and investing in prevention. It provides details on how to start a CoQ program, including getting management awareness, implementing a CoQ plan, identifying quality cost elements, and reporting quality costs over time on function and company-wide levels. The document promotes applying the DMAIC model and Six Sigma infrastructure to CoQ analysis and improvement projects.
This document discusses the cost of poor quality (COPQ) and how measuring quality costs can help businesses. It defines COPQ and outlines the different types of quality costs including prevention, appraisal, internal failure, and external failure costs. Measuring COPQ exposes hidden costs and provides a tool to prioritize issues, measure improvements, and maximize profits by reducing waste. The benefits of using quality cost metrics include aligning quality goals, prioritizing problems, and incentivizing doing tasks right the first time.
The document discusses quality costs versus non-quality costs. It shows that there are two balance points: 1) where increasing quality costs through prevention and appraisal activities decreases non-quality costs, and 2) where decreasing quality costs through consolidation increases non-quality costs. The ideal balance point is specific to each company's approach to quality and culture. Quality costs include prevention and appraisal costs while non-quality costs are direct like internal failures and indirect like lost sales.
Metrics based software supplier selection - Best practice used in the largest...Harold van Heeringen
Abstract—This article provides insight into a ‘best practice’ used for the selection of software suppliers at the largest Dutch telecom operator, KPN[1]. It explains the metrics rationale applied by KPN when selecting only one preferred supplier (system integrator) per domain instead of the various suppliers that were previously active in each domain. Presently (Q2 2012) the selection and contracting process is entering its final phase. In this paper, the model that was built and used to assess the productivity of the various suppliers and the results of the supplier selection process are discussed. In addition, a number of lessons learned and recommendations are shared.
GEM provides design, construction, and maintenance services to maximize customer return on facility investments. It has single source responsibility from design through construction. GEM has self-performance capabilities across multiple trades allowing for fast-track project completion. It also offers integrated energy solutions including facility management and building control systems to improve efficiency and reduce operating costs. Customers highlighted include Penn National Gaming, BASF Corporation, and The University of Toledo.
Quality and Cost Management: Methods and Resultstimwrodgers
Summary of methods and results for reducing cost, driving quality upstream, optimizing systems, managing suppliers, accelerating time to market, and improving performance
The document discusses the cost of poor quality (COPQ), which allows managers to quantify the financial impact of quality issues in terms that senior leaders understand. It defines COPQ categories like prevention, appraisal, internal failure, external failure, and provides examples of costs that fall under each category. Tracking COPQ provides benefits like prioritizing problems, measuring improvements, and incentivizing doing work right the first time.
Field Time Effeicincy Analysis PresentationMohamed Hassan
This document summarizes a project to improve field-time efficiency for structural engineers at OBI. It outlines the problem definition worksheet, which identified key issues like customers being dissatisfied with OBI's ability to demonstrate quality at construction sites. The document then discusses project metrics like the percentage of site surveillance inspections over total inspections, which was currently around 9% but should be improved to a target of 15-16% to satisfy customers. It also maps out the relevant business processes and identifies objectives to track the project's success in addressing the issues.
Chad Kymal is an internationally renowned quality management consultant and trainer. He has extensive experience in topics such as TQM, statistical process control, and quality system standards. Kymal founded several consulting and software companies including Omnex, which provides quality management training, and AQSR, a quality system registrar. The document discusses the history and traditional models of calculating cost of quality (COQ), and limitations of traditional COQ approaches. It proposes alternative COQ frameworks that consider broader quality costs and focus on using COQ data to drive process improvements.
This document provides an overview of a presentation on cost of quality models by George Dramowicz, VP of Quality at Merix Corporation. The presentation discusses guiding principles for measuring cost of quality and includes a diagnostic tool to assess cost of quality design. It also provides examples and recommendations for defining metrics, presenting information tailored to different audiences, and measuring costs in relative terms to drive quality improvement. The document concludes with an overview of Merix Corporation and its quality organization.
PPT ON TAGUCHI METHODS / TECHNIQUES - KAUSTUBH BABREKARKaustubh Babrekar
A brief brief to Taguchi Methods / Techniques; Loss function; Orthogonal arrays; Fractional Factprials and various case studies and examples related to each topic covered in detail.
PPT presented by Kaustubh Babrekar under the guidance of Prof. Dr. N. G. Phafat. MGM JNEC Aurangabad.
This document discusses quality costs and productivity measurement. It defines eight dimensions of quality and explains concepts like quality of design and quality of conformance. It describes different types of quality costs including prevention, appraisal, internal failure, and external failure costs. Methods for estimating hidden quality costs like the multiplier method, market research method, and Taguchi quality loss function are presented. Graphs for reporting quality costs over time and depicting the cost of quality versus percent defects are shown. The document also discusses productivity measurement in terms of technical efficiency and total factor productivity. It provides examples for calculating partial and total productivity ratios.
The document discusses the costs of quality and their categorization. It defines cost of quality as the cost of nonconformance or doing things wrong. Costs of quality are categorized as internal failure costs, external failure costs, appraisal costs, and prevention costs. Internal failure costs occur before delivery due to failures to meet requirements. External failure costs happen after delivery due to customer issues. Appraisal and prevention costs support conformance evaluation and defect reduction activities. Quantifying and analyzing quality costs can help identify opportunities to improve quality and reduce costs. Prevention is emphasized as the most effective approach.
The team analyzed product damage occurring during shipping from an Independence plant. Data showed the majority of customer credit requests for damaged products came from the third shift. A fishbone diagram identified potential causes like forklift operators, training, and process inconsistency between shifts. Goals are to decrease damage by 50% through monitoring damage weekly, improving third shift processes, developing handling training, and maintaining a damage metric. Recommendations include continuing process audits, focusing on third shift improvement and training, and benchmarking with another company.
Zubin Poonawalla presented on an unknown topic. The presentation contained many pages that were blank or contained only the text "Presented by Zubin Poonawalla". It is unclear from the limited information what the overall content or conclusions of the presentation were.
Theory of constraints(toc) & its application in a manufacturing firmSarang Deshmukh
This seminar presentation provides an overview of the Theory of Constraints (TOC). It discusses how TOC was developed by Eliyahu Goldratt in the 1980s and explains the key aspects of TOC, including: identifying the constraint that limits a system from achieving its goal, exploiting the constraint, subordinating all other processes to the constraint, elevating the constraint, and then repeating the process for the new constraint. It also summarizes a case study where TOC was applied to an electromechanic factory facing capacity constraints and helped increase productivity. The presentation covers TOC tools like the five focusing steps, drum-buffer-rope scheduling, and thinking processes to help identify and remove constraints.
This document discusses concepts and principles of incident prevention. It defines incidents and accidents, and outlines three models of accident theory: Heinrich's Domino Theory, Multiple Causation Theory, and Bird's Loss Causation Model. The document also discusses the three basic causes of incidents: basic, indirect, and direct causes. It lists the different costs of incident prevention and outlines key aspects of an accident prevention program, including management commitment, planning, and training.
McDonald's capacity planning process involves determining production needs to meet changing demand. Key aspects include estimating total requirements based on factors like product variety and quality, estimating labor and machine needs, and comparing capacity availability to requirements. McDonald's Sonipat location has a capacity strategy of leading demand by keeping a 2-3 day inventory of buns, patties and 15 day inventory of drinks. The document also presents a hypothetical problem comparing expanding the existing location versus opening a new one, with expanding found to have a higher expected monetary value.
This document provides information about estimating and costing for construction projects. It discusses the need for estimation to determine project feasibility and cost, outlines the estimating process, and lists the key data required which includes drawings, specifications, and rates. Measurement rules and units for different construction items like earthwork, concrete, masonry, woodwork, and finishing works are also covered. The document emphasizes accurate measurement of work quantities as the basis for preparation of estimates.
This document discusses incident prevention in the workplace. It defines what an incident is and lists several accident causation theories. Incident prevention is important for both legal and business reasons to reduce costs associated with incidents. Management must fully support incident prevention through implementing an appropriate policy, controlling occupational safety and health risks, and promoting a safety management system. The goal of any prevention program should be zero accidents in the workplace.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
World Class Manufacturing:Plant Start Up and Commissioning Procedure HIMADRI BANERJI
The document provides an overview of plant commissioning and start-up procedures. It discusses the commissioning process which includes preparation and planning, mechanical completion and integrity checking, pre-commissioning and operational testing, start-up and initial operation, performance and acceptance testing, and post-commissioning. It then goes into more detail on specific aspects of the commissioning process such as developing start-up procedures, commissioning utilities, pressure testing, cleaning and flushing, and pre-commissioning operational testing.
The document discusses the key components of a gating system - the pouring basin, sprue, runner, and gates. It explains that the gating system must provide defect-free castings by avoiding turbulence, filling the mould cavity completely before freezing, and controlling factors like pouring rate and metal temperature. An optimal gating system features tapered components to reduce velocity and erosion, and maintains the required thermal gradient. The document also covers guidelines for designing pouring basins, sprues, gates, runners as well as calculating pouring time and choke area.
Metrics based software supplier selection - Best practice used in the largest...Harold van Heeringen
Abstract—This article provides insight into a ‘best practice’ used for the selection of software suppliers at the largest Dutch telecom operator, KPN[1]. It explains the metrics rationale applied by KPN when selecting only one preferred supplier (system integrator) per domain instead of the various suppliers that were previously active in each domain. Presently (Q2 2012) the selection and contracting process is entering its final phase. In this paper, the model that was built and used to assess the productivity of the various suppliers and the results of the supplier selection process are discussed. In addition, a number of lessons learned and recommendations are shared.
GEM provides design, construction, and maintenance services to maximize customer return on facility investments. It has single source responsibility from design through construction. GEM has self-performance capabilities across multiple trades allowing for fast-track project completion. It also offers integrated energy solutions including facility management and building control systems to improve efficiency and reduce operating costs. Customers highlighted include Penn National Gaming, BASF Corporation, and The University of Toledo.
Quality and Cost Management: Methods and Resultstimwrodgers
Summary of methods and results for reducing cost, driving quality upstream, optimizing systems, managing suppliers, accelerating time to market, and improving performance
The document discusses the cost of poor quality (COPQ), which allows managers to quantify the financial impact of quality issues in terms that senior leaders understand. It defines COPQ categories like prevention, appraisal, internal failure, external failure, and provides examples of costs that fall under each category. Tracking COPQ provides benefits like prioritizing problems, measuring improvements, and incentivizing doing work right the first time.
Field Time Effeicincy Analysis PresentationMohamed Hassan
This document summarizes a project to improve field-time efficiency for structural engineers at OBI. It outlines the problem definition worksheet, which identified key issues like customers being dissatisfied with OBI's ability to demonstrate quality at construction sites. The document then discusses project metrics like the percentage of site surveillance inspections over total inspections, which was currently around 9% but should be improved to a target of 15-16% to satisfy customers. It also maps out the relevant business processes and identifies objectives to track the project's success in addressing the issues.
Chad Kymal is an internationally renowned quality management consultant and trainer. He has extensive experience in topics such as TQM, statistical process control, and quality system standards. Kymal founded several consulting and software companies including Omnex, which provides quality management training, and AQSR, a quality system registrar. The document discusses the history and traditional models of calculating cost of quality (COQ), and limitations of traditional COQ approaches. It proposes alternative COQ frameworks that consider broader quality costs and focus on using COQ data to drive process improvements.
This document provides an overview of a presentation on cost of quality models by George Dramowicz, VP of Quality at Merix Corporation. The presentation discusses guiding principles for measuring cost of quality and includes a diagnostic tool to assess cost of quality design. It also provides examples and recommendations for defining metrics, presenting information tailored to different audiences, and measuring costs in relative terms to drive quality improvement. The document concludes with an overview of Merix Corporation and its quality organization.
PPT ON TAGUCHI METHODS / TECHNIQUES - KAUSTUBH BABREKARKaustubh Babrekar
A brief brief to Taguchi Methods / Techniques; Loss function; Orthogonal arrays; Fractional Factprials and various case studies and examples related to each topic covered in detail.
PPT presented by Kaustubh Babrekar under the guidance of Prof. Dr. N. G. Phafat. MGM JNEC Aurangabad.
This document discusses quality costs and productivity measurement. It defines eight dimensions of quality and explains concepts like quality of design and quality of conformance. It describes different types of quality costs including prevention, appraisal, internal failure, and external failure costs. Methods for estimating hidden quality costs like the multiplier method, market research method, and Taguchi quality loss function are presented. Graphs for reporting quality costs over time and depicting the cost of quality versus percent defects are shown. The document also discusses productivity measurement in terms of technical efficiency and total factor productivity. It provides examples for calculating partial and total productivity ratios.
The document discusses the costs of quality and their categorization. It defines cost of quality as the cost of nonconformance or doing things wrong. Costs of quality are categorized as internal failure costs, external failure costs, appraisal costs, and prevention costs. Internal failure costs occur before delivery due to failures to meet requirements. External failure costs happen after delivery due to customer issues. Appraisal and prevention costs support conformance evaluation and defect reduction activities. Quantifying and analyzing quality costs can help identify opportunities to improve quality and reduce costs. Prevention is emphasized as the most effective approach.
The team analyzed product damage occurring during shipping from an Independence plant. Data showed the majority of customer credit requests for damaged products came from the third shift. A fishbone diagram identified potential causes like forklift operators, training, and process inconsistency between shifts. Goals are to decrease damage by 50% through monitoring damage weekly, improving third shift processes, developing handling training, and maintaining a damage metric. Recommendations include continuing process audits, focusing on third shift improvement and training, and benchmarking with another company.
Zubin Poonawalla presented on an unknown topic. The presentation contained many pages that were blank or contained only the text "Presented by Zubin Poonawalla". It is unclear from the limited information what the overall content or conclusions of the presentation were.
Theory of constraints(toc) & its application in a manufacturing firmSarang Deshmukh
This seminar presentation provides an overview of the Theory of Constraints (TOC). It discusses how TOC was developed by Eliyahu Goldratt in the 1980s and explains the key aspects of TOC, including: identifying the constraint that limits a system from achieving its goal, exploiting the constraint, subordinating all other processes to the constraint, elevating the constraint, and then repeating the process for the new constraint. It also summarizes a case study where TOC was applied to an electromechanic factory facing capacity constraints and helped increase productivity. The presentation covers TOC tools like the five focusing steps, drum-buffer-rope scheduling, and thinking processes to help identify and remove constraints.
This document discusses concepts and principles of incident prevention. It defines incidents and accidents, and outlines three models of accident theory: Heinrich's Domino Theory, Multiple Causation Theory, and Bird's Loss Causation Model. The document also discusses the three basic causes of incidents: basic, indirect, and direct causes. It lists the different costs of incident prevention and outlines key aspects of an accident prevention program, including management commitment, planning, and training.
McDonald's capacity planning process involves determining production needs to meet changing demand. Key aspects include estimating total requirements based on factors like product variety and quality, estimating labor and machine needs, and comparing capacity availability to requirements. McDonald's Sonipat location has a capacity strategy of leading demand by keeping a 2-3 day inventory of buns, patties and 15 day inventory of drinks. The document also presents a hypothetical problem comparing expanding the existing location versus opening a new one, with expanding found to have a higher expected monetary value.
This document provides information about estimating and costing for construction projects. It discusses the need for estimation to determine project feasibility and cost, outlines the estimating process, and lists the key data required which includes drawings, specifications, and rates. Measurement rules and units for different construction items like earthwork, concrete, masonry, woodwork, and finishing works are also covered. The document emphasizes accurate measurement of work quantities as the basis for preparation of estimates.
This document discusses incident prevention in the workplace. It defines what an incident is and lists several accident causation theories. Incident prevention is important for both legal and business reasons to reduce costs associated with incidents. Management must fully support incident prevention through implementing an appropriate policy, controlling occupational safety and health risks, and promoting a safety management system. The goal of any prevention program should be zero accidents in the workplace.
The document discusses manpower planning, including its objectives, evaluation pattern, and topics covered. The key topics include manpower planning tools and techniques, career planning, national macro-level manpower planning, and recent trends in human resource planning.
World Class Manufacturing:Plant Start Up and Commissioning Procedure HIMADRI BANERJI
The document provides an overview of plant commissioning and start-up procedures. It discusses the commissioning process which includes preparation and planning, mechanical completion and integrity checking, pre-commissioning and operational testing, start-up and initial operation, performance and acceptance testing, and post-commissioning. It then goes into more detail on specific aspects of the commissioning process such as developing start-up procedures, commissioning utilities, pressure testing, cleaning and flushing, and pre-commissioning operational testing.
The document discusses the key components of a gating system - the pouring basin, sprue, runner, and gates. It explains that the gating system must provide defect-free castings by avoiding turbulence, filling the mould cavity completely before freezing, and controlling factors like pouring rate and metal temperature. An optimal gating system features tapered components to reduce velocity and erosion, and maintains the required thermal gradient. The document also covers guidelines for designing pouring basins, sprues, gates, runners as well as calculating pouring time and choke area.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Benchmarking is the process of improving performance by continuously identifying, understanding, and adapting outstanding practices found inside and outside the organization.
The document describes the altered cast technique, which is a modification of the functional impression technique used in removable partial dentures. It involves making a functional impression to capture the displaced shape of the residual ridge under load. The edentulous area is then cut out from the original master cast. The framework and functional impression are seated on the modified master cast. Stone is poured into the impression to create an altered, or corrected, cast reflecting the displaced ridge shape under load. This ensures uniform support of the denture base in the functional form of the residual ridge.
Process management quality, time and the theory of constraints - pareto pre...Steep Besoin
This document describes how managers can improve quality and reduce delays by streamlining processes. It discusses two aspects of quality: quality of design which measures how well products meet customer needs/wants, and conformance quality which refers to a product's performance according to specifications. Costs of quality include prevention costs to preclude nonconforming products, appraisal costs to detect nonconforming units, internal failure costs for nonconforming products found before shipping, and external failure costs for issues found after shipping. The document uses an example company, Peoria Photo, to illustrate calculating costs of quality through a 7-step activity-based costing process.
Cost of quality 2011 quality conference of the carolinas finalMarc Leclair
This document discusses the cost of quality (CoQ) framework and how it can be used to improve competitiveness. It provides an overview of CoQ categories like prevention, appraisal, internal failure, and external failure costs. While some say CoQ is outdated, the document argues it remains an effective tool for prioritizing improvement efforts. It emphasizes communicating CoQ information to executives in financial terms they understand, like relating quality to revenues and profits. The overall message is that implementing a CoQ program can help an organization gain a competitive edge by reducing costs and improving performance.
This document discusses categories of quality costs including conformance costs (prevention and appraisal) and non-conformance costs (internal and external failure). Prevention costs aim to avoid defects through activities like quality planning, supplier evaluation, and calibration. Appraisal costs detect defects through inspection and testing. Internal failure costs occur when defects are found before delivery, while external failure costs happen when customers find defects. The document advocates reducing non-conformance costs through prevention rather than increasing prevention costs. Total quality costs can be 25-35% of sales, but many costs are hidden. Implementing total quality management can significantly reduce costs over time.
This document discusses ways to innovate successfully under tight resources and constraints. It emphasizes the importance of getting innovations right the first time due to short market and intellectual property windows. Key aspects discussed include properly defining the scope of the innovation, targeting features that are sufficient but not excessive, and optimizing features, quality, schedule, flexibility, maintainability and cost. The document also discusses the importance of vision, preparation, process, flexibility, focus and engagement across functions for successful innovation.
This document discusses various categories and costs of quality, including conformance costs (costs to provide products or services to required standards, such as prevention and appraisal costs) and non-conformance costs (costs due to processes not meeting requirements, such as internal and external failure costs). It provides examples of activities and costs associated with prevention, appraisal, internal failure, and external failure costs. The document emphasizes investing in prevention activities to reduce non-conformance costs and outlines approaches to optimize prevention costs and reduce appraisal and failure costs. Total quality costs can range from 20-40% of turnover depending on industry, with higher costs indicating less emphasis on prevention. Hidden quality costs must also be considered.
Expense Reduction Analysts is a global consulting firm that specializes in reducing non-core operating expenses for companies. They have a network of over 700 consultants worldwide who have completed over 14,000 cost reduction projects, averaging savings of 20% of expenses. ERA analyzes a company's expense categories like utilities, shipping, and supplies to negotiate lower rates and implement process improvements without disruption to operations or budgets. They present their process, success metrics, and client testimonials to Jim Massengale, the Director at ERA Georgia, as they offer their expense reduction services.
This document discusses quality and time as competitive tools using a balanced scorecard approach. It covers key aspects of quality including design quality, conformance quality, and costs of quality. It also discusses using control charts, Pareto diagrams, and cause-and-effect diagrams to analyze quality problems. Additionally, it addresses using time as a competitive tool by focusing on customer response time and on-time performance. Non-financial metrics are also examined for measuring quality from various perspectives.
The document is a performance benchmarking report for Sample Company that analyzes the company's productivity, profitability, and global competitiveness compared to a peer group. Key metrics like value-added per employee and cost competitiveness are examined. The report identifies Sample Company's strengths like low accident rates but also weaknesses like low machine utilization rates and high employee turnover. Specific actions are recommended to address the weaknesses, like reducing downtime through improved maintenance and reducing inventory levels.
The document discusses joint costs and byproducts. It defines key terms like joint costs, joint products, byproducts, and splitoff points. It explains that joint costs should be allocated to individual products for inventory costing, contract reimbursement, insurance settlements, rate regulation, and litigation. The document outlines four methods to allocate joint costs: sales value at splitoff, estimated net realizable value, constant gross margin percentage, and physical measures. It recommends the sales value at splitoff method as it uses a meaningful basis without anticipating future decisions. The document also explains that joint costs are irrelevant for sell-or-process-further decisions, which depend only on incremental revenues and costs. Finally, it describes two methods to account for
This document discusses different methods for allocating joint costs among joint products. It begins by defining key terms like joint costs, joint products, byproducts, and splitoff point. It then explains four different approaches to allocating joint costs: 1) market-based methods including sales value at splitoff, estimated net realizable value, and constant gross margin percentage; and 2) physical measure methods. Examples are provided to illustrate how to allocate joint costs using the sales value at splitoff and estimated net realizable value methods.
The document discusses using the Cost of Poor Quality (COPQ) model to drive process improvement. COPQ represents the costs of external failures, internal failures, appraisal, and preventive actions. Calculating COPQ involves estimating costs for defects and quality activities. Real-world examples show how companies have used COPQ data to prioritize and reduce costs. Driving improvement involves investing in preventive actions to reduce defects and lower COPQ over time.
Chapter 08 Measuring and Managing Life-Cycle CostsManami
This document discusses total life cycle costing (TLCC) and related concepts. TLCC considers costs across a product's entire life cycle from research and development through manufacturing, use, and disposal. Key points covered include:
- TLCC analyzes costs across the research, manufacturing, and post-sale stages.
- Target costing sets cost goals early to design products that can be manufactured and sold at a desired price. It aims to minimize total ownership costs over a product's life.
- Environmental costing accounts for environmental impacts and regulations during production, use, and disposal.
The document discusses various aspects of product design and service operations management. It covers topics such as concept development, quality function deployment, concurrent engineering, process flow design, types of processes and structures, service strategy and classifications. The key stages of product design include concept development, product planning, engineering and pilot production. Quality function deployment involves using inter-functional teams to understand customer needs. Concurrent engineering aims to reduce time to market through overlapping activities. Process flows can be job shop, batch, assembly line or continuous and depend on volume and standardization. Services differ from goods in being intangible, perishable and having simultaneous production and consumption.
The document discusses various aspects of product design and service operations management. It covers topics such as concept development, quality function deployment, concurrent engineering, process flow design, types of processes and facilities, service strategy and classifications, service system design, service recovery, service failsafing, and designing service systems. The document provides information on frameworks, tools, and considerations for product design and managing service operations effectively.
The document discusses strategies, the balanced scorecard, and strategic profitability analysis. It provides information on two generic strategies of product differentiation and cost leadership. It also describes the four perspectives of the balanced scorecard: financial, customer, internal business processes, and learning and growth. An example is provided of how a company reengineered its order delivery process. Key performance measures for each balanced scorecard perspective are also outlined.
This document provides an overview of cost of quality concepts. It discusses the different types of quality costs including prevention costs, appraisal costs, internal failure costs, and external failure costs. Prevention costs include activities like quality training, process control planning, and supplier quality assurance. Appraisal costs include activities like auditing, inspection, and testing. Internal failure costs capture scrap, rework, and engineering changes. External failure costs include warranty costs, customer returns, and liability suits. The document emphasizes tracking quality costs over time to understand their impact and drive improvement in quality programs.
IHS Webcast - Navigating Today’s Global Regulatory Environment Tevia Arnold
This document summarizes a presentation on navigating today's global regulatory environment and best practices for managing compliance. The presentation discusses the top 10 regulations companies face, how the regulatory landscape is constantly evolving, and the broadening view of sustainability beyond just regulations. It emphasizes that compliance is key to business value drivers like time to market, cost, quality and innovation. A framework is provided for a systematic approach to compliance, covering areas like identifying requirements, capturing product data, analyzing compliance, and documenting the process. Options for tracking regulations include doing it internally, hiring consultants, or using a regulatory management system.
Walmart Business+ and Spark Good for Nonprofits.pdfTechSoup
"Learn about all the ways Walmart supports nonprofit organizations.
You will hear from Liz Willett, the Head of Nonprofits, and hear about what Walmart is doing to help nonprofits, including Walmart Business and Spark Good. Walmart Business+ is a new offer for nonprofits that offers discounts and also streamlines nonprofits order and expense tracking, saving time and money.
The webinar may also give some examples on how nonprofits can best leverage Walmart Business+.
The event will cover the following::
Walmart Business + (https://business.walmart.com/plus) is a new shopping experience for nonprofits, schools, and local business customers that connects an exclusive online shopping experience to stores. Benefits include free delivery and shipping, a 'Spend Analytics” feature, special discounts, deals and tax-exempt shopping.
Special TechSoup offer for a free 180 days membership, and up to $150 in discounts on eligible orders.
Spark Good (walmart.com/sparkgood) is a charitable platform that enables nonprofits to receive donations directly from customers and associates.
Answers about how you can do more with Walmart!"
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
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For more information about PECB:
Website: https://pecb.com/
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Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
Communicating effectively and consistently with students can help them feel at ease during their learning experience and provide the instructor with a communication trail to track the course's progress. This workshop will take you through constructing an engaging course container to facilitate effective communication.