Indian Dental Academy: will be one of the most relevant and exciting training center with best faculty and flexible training programs for dental professionals who wish to advance in their dental practice,Offers certified courses in Dental implants,Orthodontics,Endodontics,Cosmetic Dentistry, Prosthetic Dentistry, Periodontics and General Dentistry.
Este documento describe una variedad de puntos dolorosos en el abdomen y tórax que pueden indicar diferentes afecciones médicas. Se enumeran los puntos asociados con apendicitis, paracentesis abdominal, esófago, estómago, vías biliares, páncreas, riñones, mesenterio y otros órganos abdominales.
Indian Dental Academy: will be one of the most relevant and exciting training center with best faculty and flexible training programs for dental professionals who wish to advance in their dental practice,Offers certified courses in Dental implants,Orthodontics,Endodontics,Cosmetic Dentistry, Prosthetic Dentistry, Periodontics and General Dentistry.
Este documento describe una variedad de puntos dolorosos en el abdomen y tórax que pueden indicar diferentes afecciones médicas. Se enumeran los puntos asociados con apendicitis, paracentesis abdominal, esófago, estómago, vías biliares, páncreas, riñones, mesenterio y otros órganos abdominales.
The right of children to free and compulsory education act, 2009mahesh lone
children's right for free and compulsory education. it is right of children from six years to fourteen years for free education in their neighborhood school. The Act laids down responsibility on Government, School and parents.
This document outlines the agenda and topics for a meeting on Total Productive Maintenance (TPM). The meeting will cover understanding downtime, major losses, an introduction to TPM including its history and goals, kicking off a TPM program, and overall equipment efficiency (OEE). Specific presenters are assigned to sections on planned/unplanned downtime losses, the eight pillars of TPM, autonomous maintenance, and calculating OEE. The goal is to reduce losses and improve productivity through employee involvement and preventative maintenance practices.
This document provides information about Total Productive Maintenance (TPM). It discusses TPM strategies and supporting strategies, including loss elimination, operator autonomous maintenance, initial control systems, zero defects, and education/training. Graphics show photos from clean-up activities and current conditions to improve like oil socks and workplace organization. Charts compare key indicators like costs and quality before and after implementing AMPS/TPM. The document also discusses TPM measurements, education and skills training, one point lessons for documenting issues and improvements, and addressing chronic losses.
This document provides an introduction and overview of Total Productive Maintenance (TPM). It discusses that TPM is a Japanese approach aimed at maximizing the effectiveness of business facilities and processes through a philosophy of continuous improvement involving all employees. The document outlines the history and origins of TPM, its key roles and objectives in striving for zero losses and maximum efficiency. It also describes the main components and activities of TPM, including autonomous maintenance, equipment improvement, and establishing a clean workplace.
The document lists short phrases of 1-5 words that are identified as being important for organizational excellence. The most important 4 words are "What do you think?" to encourage feedback. Other important phrases include "How can I help?" to remove hurdles, "Thank you!" to show appreciation, and "I'm sorry" to demonstrate the power of apologies. Trying new things is also emphasized through phrases like "Try it!" and "Try it again!" to celebrate learning from failures.
Tom Peters delivered a speech in New Delhi sponsored by the American Society for Quality where he provided 136 random thoughts on quality. The thoughts emphasized elements often missing from conventional quality programs. The thoughts ranged from ensuring quality reception desks and greetings to strategic listening, kindness, clean restrooms, green buildings, and simple systems. Quality was defined broadly throughout the random thoughts.
This document discusses principles and methods for integrated business improvement (IBI). It outlines key steps for understanding a business such as knowing products, customers, processes and statistics. Methods covered include flowcharts, process maps, ABC analysis and data representation tools like histograms and scatter diagrams. The goal is to understand all aspects of a business and identify opportunities to improve processes, reduce variability, eliminate waste and benchmark performance.
This document provides an overview of lean manufacturing principles and concepts. It discusses the evolution of manufacturing approaches from mass production to total quality management to lean. Lean manufacturing aims to minimize waste and maximize value using concepts like continuous flow, pull production, and continuous improvement. The document outlines goals and key tools in lean manufacturing such as value stream mapping, quality at the source, 5S, and visual management.
The document discusses maintenance management and provides definitions of key terms. It describes the evolution of maintenance from simply fixing equipment when it breaks to more modern approaches like reliability centered maintenance (RCM). The objectives of maintenance are to preserve asset functions and avoid failures. The functions of maintenance management include physical asset management, maintenance strategy determination, and planning and scheduling maintenance work. Different maintenance strategies like preventative maintenance and condition-based maintenance are also covered.
This document provides an overview of reliability centered maintenance (RCM). It defines key RCM terms and outlines the history and objectives of RCM. The document discusses RCM principles such as being business-oriented and function-focused. It also describes some common RCM tools like FMECA and decision trees. Finally, it outlines the RCM analysis process including steps like defining system functions and analyzing failure modes.
Total Productive Maintenance (TPM) is a company-wide effort to optimize equipment effectiveness through autonomous and planned maintenance. It aims to eliminate equipment failures and minimize downtime by involving all employees. TPM has eight pillars including autonomous maintenance, planned maintenance, and equipment improvement. Implementation follows 12 steps such as establishing policies, developing maintenance programs, and providing training. TPM benefits include increased productivity, reduced downtime and costs, and enhanced job satisfaction.
The document provides an overview of supply chain management concepts and key issues related to sales forecasting. It discusses supply chain, logistics, procurement processes, and various quantitative and qualitative forecasting methods. Accurate forecasting is important for production planning, inventory control, purchasing, marketing activities, and financial budgeting. The document recommends scrubbing sales data, using multiple forecasting techniques, and conducting ABC analyses to improve forecast accuracy.
This document provides an overview of developing and implementing key performance indicators (KPIs) at both the organizational and operational levels. It discusses establishing KPIs through a top-down process to identify organizational KPIs aligned with critical success factors and strategic perspectives. It also describes a bottom-up process using process mapping to identify operational KPIs linked to organizational KPIs and critical success factors. The document outlines a 5-step approach for developing each type of KPI and provides examples of KPIs for different perspectives.
The document discusses environmental performance indicators for ISO 14001, including defining objectives and targets, indicators for environmental performance evaluation, and basic principles for developing an indicators system. It addresses management performance indicators, operational performance indicators, and environmental condition indicators. The goals of indicators are to identify weaknesses and optimization potential, set quantifiable environmental objectives and targets, and document and communicate continuous improvement.
The document outlines an agenda for a workshop on eight quality management principles beyond ISO9001:2000. The agenda covers principles such as customer focus, leadership, involvement of people, and continual improvement. It includes presentations, exercises, and reviews related to interpreting and applying these principles.
This document provides an overview of quality tools, including 7 new quality control (QC) tools and existing 7 QC tools. It discusses how the tools can help achieve goals like increasing customer satisfaction and reducing claims. The 7 new QC tools - affinity diagram, matrix diagram, arrow diagram, tree diagram, PDPC diagram, matrix data analysis, and interrelation diagram - are designed for quality planning, while existing 7 QC tools like checksheets and control charts are for problem solving. The document gives examples of how to construct and use affinity diagrams and interrelation diagrams to organize ideas, identify root causes, and understand relationships between factors.
The document describes the 5S methodology for organizing the workplace. It consists of 5 steps - Sort, Set in Order, Shine, Standardize, and Sustain. Common objections to 5S include that it is an additional burden and will not last. However, companies that implement 5S successfully see benefits like improved efficiency, cost reduction, and productivity gains of up to 20%. The 5S steps are then explained in more detail, along with examples of how to implement each one and the roles and responsibilities needed for successful implementation.
The document provides tips for using visual aids like overhead transparencies and slides when giving presentations. It recommends including an agenda, stating key points, using simple visuals rather than complicated diagrams, speaking as visuals are displayed, making eye contact with the audience, asking questions to engage listeners, and referring to the visuals during the presentation. The tips are intended to help presenters effectively incorporate visual elements into their speaking.
The document outlines techniques for active training presented by Robere & Associates (Thailand) Ltd. It discusses that active participation is key to learning, with learning occurring best through doing, discussing, and teaching others. The agenda covers opening activities on making training active and overcoming obstacles. It then details conducting icebreakers, effective teaching techniques like building interest and involvement, and promoting active learning through questioning, group work, and experiential activities. The document provides forms and discusses sequencing training and closing activities to review lessons and plan next steps. The overall aim is to move beyond passive telling to engage participants and boost retention through active involvement.
This document outlines an agenda for a leadership training course. The course will cover topics such as characteristics of great leaders, how anyone can lead, developing leadership behaviors, and taking initiative. Activities will include group discussions, exercises, and reflections. The goal is for participants to increase their understanding of leadership and how to apply leadership skills in their own jobs.
This document provides an overview of a presentation on Total Quality Management (TQM) given by Robere & Associates, a training and consulting firm focused on quality management. The presentation covers the definitions and principles of TQM, how it relates to ISO standards like ISO 9000, the benefits and evolution of ISO certification, and a five-phase approach to implementing TQM in an organization. Key aspects of TQM discussed include customer focus, use of facts and data, empowering employees, and continual improvement of processes.
