This engineering management presentation discusses total quality management (TQM). It defines TQM as a management approach to improve business effectiveness and flexibility by involving all employees and satisfying internal and external customer needs cost-effectively. The key pillars of TQM include continual improvement, benchmarking, employee empowerment, using a team approach, making decisions based on facts, and ensuring supplier quality. TQM is implemented using the Plan-Do-Check-Act cycle for continuous process improvement.
Managing-QualitUpload a presentation to download Govt. Acctg Chp 13.pptxy-G6....PueblasJohncarlo
The document discusses various aspects of quality management including monitoring, objectives, testing, analysis, processes, improvement, procedures, effectiveness, auditing, control measures, principles of quality management, specifying quality, quality control and reliability, inspection, testing and inspection, quality circles, and total quality management. It provides definitions and explanations of these key terms and concepts in quality management.
A result-oriented professional with 8 years of rich experience in Multiple Process Improvement Projects based on operational excellence Working as Manager Risk investigations at amazon.com handling a team of 30 direct reportees and supporting a team of 100+ HC
Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.
The document discusses project quality and quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to ensure project deliverables and work meet stakeholder requirements for acceptance. There are three key quality management processes: (1) plan quality management, (2) manage quality, and (3) control quality. Quality planning identifies quality standards and how compliance will be demonstrated. Manage quality implements quality activities from the plan. Control quality monitors quality performance and ensures outputs meet expectations.
The document defines quality management and describes several prominent quality management approaches. It defines quality as meeting customer needs and discusses goals of quality programs like fitness for use and customer satisfaction. It then outlines common quality management processes like quality planning, assurance, and control. It proceeds to explain approaches like Deming, Juran, Crosby, Total Quality Management, Six Sigma and ISO 9000, emphasizing their views of quality and key principles. Finally, it discusses commonalities between approaches and important quality concepts.
The document defines quality management and describes several key quality management processes and approaches. It discusses definitions of quality from Deming, Juran, Crosby, and ISO standards. It outlines common elements of total quality management, six sigma, and ISO 9000. Key points of quality management include a focus on customer satisfaction, continuous improvement, prevention of defects, and taking a systematic approach.
This engineering management presentation discusses total quality management (TQM). It defines TQM as a management approach to improve business effectiveness and flexibility by involving all employees and satisfying internal and external customer needs cost-effectively. The key pillars of TQM include continual improvement, benchmarking, employee empowerment, using a team approach, making decisions based on facts, and ensuring supplier quality. TQM is implemented using the Plan-Do-Check-Act cycle for continuous process improvement.
Managing-QualitUpload a presentation to download Govt. Acctg Chp 13.pptxy-G6....PueblasJohncarlo
The document discusses various aspects of quality management including monitoring, objectives, testing, analysis, processes, improvement, procedures, effectiveness, auditing, control measures, principles of quality management, specifying quality, quality control and reliability, inspection, testing and inspection, quality circles, and total quality management. It provides definitions and explanations of these key terms and concepts in quality management.
A result-oriented professional with 8 years of rich experience in Multiple Process Improvement Projects based on operational excellence Working as Manager Risk investigations at amazon.com handling a team of 30 direct reportees and supporting a team of 100+ HC
Total Quality Management (TQM) is a comprehensive, organization-wide approach to continuous improvement that aims to meet customer needs and expectations. TQM focuses on continuous process improvement through teamwork and employee involvement at all levels. It recognizes that quality cannot be inspected into a product but must be built into the product through attention to the design and management of processes. TQM aims to achieve customer satisfaction by focusing on both product features and freedom from deficiencies.
The document discusses project quality and quality management. It defines quality as the degree to which a project fulfills requirements. Quality management aims to ensure project deliverables and work meet stakeholder requirements for acceptance. There are three key quality management processes: (1) plan quality management, (2) manage quality, and (3) control quality. Quality planning identifies quality standards and how compliance will be demonstrated. Manage quality implements quality activities from the plan. Control quality monitors quality performance and ensures outputs meet expectations.
The document defines quality management and describes several prominent quality management approaches. It defines quality as meeting customer needs and discusses goals of quality programs like fitness for use and customer satisfaction. It then outlines common quality management processes like quality planning, assurance, and control. It proceeds to explain approaches like Deming, Juran, Crosby, Total Quality Management, Six Sigma and ISO 9000, emphasizing their views of quality and key principles. Finally, it discusses commonalities between approaches and important quality concepts.
The document defines quality management and describes several key quality management processes and approaches. It discusses definitions of quality from Deming, Juran, Crosby, and ISO standards. It outlines common elements of total quality management, six sigma, and ISO 9000. Key points of quality management include a focus on customer satisfaction, continuous improvement, prevention of defects, and taking a systematic approach.
The document defines quality management and its key processes. It discusses various quality management approaches including those proposed by Deming, Juran, Crosby, total quality management, six sigma, and ISO 9000. It covers quality concepts like zero defects and continuous improvement. It also discusses factors that influence quality like reliability and maintainability. Quality costs like cost of conformance and nonconformance are explained. The role of people in ensuring project quality through reviews, audits, and statistical analysis is highlighted.
Running head QUALITY TRAINING MANUAL .docxtoltonkendal
Running head: QUALITY TRAINING MANUAL 1
Quality Training Manual 13
Quality Training Manual
Felicia Jones
12/06/2016
Table of Contents
Evolution of quality management 3
Introduction 3
i. History of the quality management evolution 3
ii. Why QM is needed 4
Week 2: The Role of Leadership 5
Senior management's role in successful quality improvement programs 5
Senior management’s role in the large-scale strategic quality programs 5
Why firms should adopt the roles 5
How management should derive the metrics 6
Week 3: General Quality Strategies and Tools 7
i. Establishing customer expectations 7
ii. Designing quality in 7
iii. Defining metrics 7
iv. Mistake-proofing 7
v. Kaizen 7
vi. Six Sigma 7
Week 4: Quality Tactics and the Logistics and Supply Chain Functions 8
i. What tools are applicable internally 8
ii. What tools are applicable externally with vendors 8
Part 2: Week 5: Roll-Out 9
i. A communication plan 9
ii. Recommended sequence of steps to get personnel trained 9
iii. Stakeholders on board (e.g., the vendor base, trucking companies, warehouse personnel) 9
References 10
Evolution of quality managementIntroduction
i. History of the quality management evolution
Total quality management was started by Naval Air Systems Command in an attempt to describe the Japanese-style management approach to improving quality. Before TQM, japan would produce products that were imitations of other products but after the inception of the same, they set new standards to the production process (Nederpelt, 2012). The rest of the world soon followed the steps of japan in their processes, product and organizational production factors. The quality management as we know it today was pioneered by some of the industrial developers such as Deming, Dodge and Romin. It is definition and application occurs in the analysis of quantitative and qualitative processes, processes and economic theories. When it started back in the mid age, the focus was all about the end product but nowadays, it has evolved to include the services offered (Littlefield & Roberts, 2012).
Quality management process basically involves four main components that need to be adhered to in order to make the process successful. They include the quality planning which is the first step and includes preparing the measuring standards and desired output quality. The other steps are the quality assurance and quality control which involves measuring the actual product and comparing it with the standards put in place. Quality improvement is the last stage and involves the reconciliation of the deviations in order to make the products and services to the desired level and in most cases, it involves rectifying the process to ensure that future items conform to the standards (Nederpelt, 2012).
ii. Why QM is needed
Custome ...
The document provides information on various quality models and standards including Six Sigma, Total Quality Management (TQM), ISO 9001. It discusses the goals, methodology, and evolution of Six Sigma. It explains the key principles and structure of TQM and ISO 9001. It also provides a case study on how Toyota has implemented TQM based on principles of customer focus, continuous improvement, and total participation.
Performance measurement is a key part of total quality management. It helps identify progress towards goals, opportunities for improvement, and compare performance internally and externally. Traditional cost-based measures provide little insight for quality improvement. A good performance measurement framework focuses on customers and measures effectiveness, efficiency, and productivity. It establishes goals, metrics, collects data, identifies gaps, and initiates improvement actions through an ongoing cycle.
Hur kan kvaliten förbättras på din internrevisionsaktivitet vad fungerarTranscendent Group
Presentation från GRC 2015 den 20 maj. Kontakta gärna talaren om du har några frågor. Hela schemat för eventet hittar du här: http://www.transcendentgroup.com/sv/har-har-du-hela-schemat-for-grc-2015/
The basic purpose of Improving Quality is to change the way we do things.
Emphasis is on prevention, not inspection
My message is that quality does not happen by accident – it must be planned in
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The document discusses the basics of quality management systems including definitions of quality, total quality management, ISO standards, quality management principles, benefits of certification, and key aspects of establishing a quality management system such as developing processes, auditing performance, and continually reviewing and improving the system. It provides an overview of quality management concepts, standards, and implementation.
This document discusses factors that affect the quality of medical records documentation in hospitals. Semi-structured interviews were conducted with 28 managers and administrators from educational hospitals in Iran. Facilitators and barriers to quality documentation were categorized as organizational, environmental, or personal. Key facilitating factors included organizational structure and culture, management support, and individual characteristics. Barriers included issues with the program structure, beliefs, and individual characteristics. The identification of these factors can help health managers improve documentation quality by strengthening facilitators and overcoming barriers. This is important as high-quality documentation is necessary to achieve the goal of improved care through accreditation programs.
This document provides an introduction to Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization. The document outlines key TQM concepts like customer focus, employee involvement, and continuous process improvement. It also discusses quality planning, costs, and performance measurement. The overall summary is that TQM aims to exceed customer needs through applying quantitative methods, tools, and management techniques to improve all organizational processes.
This document provides an overview of total quality management (TQM) principles and concepts. It defines TQM and quality, lists the dimensions of quality, and discusses basic TQM concepts like management commitment, customer focus, workforce involvement, and continuous improvement. It also covers TQM principles, quality costs, quality planning, performance measures, recognition and reward systems, and process improvement techniques like statistical process control, Kaizen, and PDCA. The document is intended as a reference for students taking a course on TQM.
The document discusses quality planning and project kickoff, including defining quality, quality planning processes, quality gurus like Deming and Juran, frameworks for quality like ISO and Six Sigma, core quality concepts around stakeholder satisfaction and process management, and planning for a project kickoff meeting. It provides an overview of important concepts for ensuring project quality and setting the stage for a successful project launch.
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
Quality management is a sphere gaining a lot of importance in project management as well as in other global industries. Its importance has become evident in recent times when industries emphasize maintaining a proper quality standard for their services and products.
To secure the position of project management professional, a candidate needs to have in-depth knowledge about quality management interview questions. These questions help candidates secure a good job in the market.
Check Out The Full Blog Given in the URL Below
https://www.sprintzeal.com/blog/quality-management-interview-questions
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
A quality management system (QMS) is defined as a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.
A QMS helps coordinate and direct an organization’s activities to meet customer and regulatory requirements and improve its effectiveness and efficiency on a continuous basis.
This refers to the organization structure, responsibility, procedures, processes and resources needed to implement a comprehensive quality management programme.
It comprises of collective policies, plans, practices and the supporting infrastructure by which an organization aims to reduce and eventually eliminate non-conformance to specifications, standards and customer expectations in the most cost effective and efficient manner.
The document discusses the key concepts of total quality management (TQM). It identifies six main concepts: 1) Committed and involved management leadership that establishes long-term quality goals. 2) An unwavering focus on both internal and external customers. 3) Effective involvement and training of the entire workforce. 4) Continuous improvement of all business and production processes through quality projects. 5) Treating suppliers as partners rather than adversaries. 6) Establishing performance measures for processes to quantitatively track quality improvement.
This document outlines a total quality management system framework. It discusses elements of a quality system including quality culture, policy, management commitment, training, problem solving, and more. Key aspects include establishing a quality policy and objectives, measuring quality costs, conducting management reviews, ensuring regulatory compliance, and using tools like FMEA, SPC, and problem solving methods. The goal is to prevent quality problems, meet customer requirements, and continually improve the quality system.
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас...Lviv Startup Club
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас Agile? (UA)
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Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Semelhante a Nataliia Bichan: PMO Quality Management (UA)
The document defines quality management and its key processes. It discusses various quality management approaches including those proposed by Deming, Juran, Crosby, total quality management, six sigma, and ISO 9000. It covers quality concepts like zero defects and continuous improvement. It also discusses factors that influence quality like reliability and maintainability. Quality costs like cost of conformance and nonconformance are explained. The role of people in ensuring project quality through reviews, audits, and statistical analysis is highlighted.
Running head QUALITY TRAINING MANUAL .docxtoltonkendal
Running head: QUALITY TRAINING MANUAL 1
Quality Training Manual 13
Quality Training Manual
Felicia Jones
12/06/2016
Table of Contents
Evolution of quality management 3
Introduction 3
i. History of the quality management evolution 3
ii. Why QM is needed 4
Week 2: The Role of Leadership 5
Senior management's role in successful quality improvement programs 5
Senior management’s role in the large-scale strategic quality programs 5
Why firms should adopt the roles 5
How management should derive the metrics 6
Week 3: General Quality Strategies and Tools 7
i. Establishing customer expectations 7
ii. Designing quality in 7
iii. Defining metrics 7
iv. Mistake-proofing 7
v. Kaizen 7
vi. Six Sigma 7
Week 4: Quality Tactics and the Logistics and Supply Chain Functions 8
i. What tools are applicable internally 8
ii. What tools are applicable externally with vendors 8
Part 2: Week 5: Roll-Out 9
i. A communication plan 9
ii. Recommended sequence of steps to get personnel trained 9
iii. Stakeholders on board (e.g., the vendor base, trucking companies, warehouse personnel) 9
References 10
Evolution of quality managementIntroduction
i. History of the quality management evolution
Total quality management was started by Naval Air Systems Command in an attempt to describe the Japanese-style management approach to improving quality. Before TQM, japan would produce products that were imitations of other products but after the inception of the same, they set new standards to the production process (Nederpelt, 2012). The rest of the world soon followed the steps of japan in their processes, product and organizational production factors. The quality management as we know it today was pioneered by some of the industrial developers such as Deming, Dodge and Romin. It is definition and application occurs in the analysis of quantitative and qualitative processes, processes and economic theories. When it started back in the mid age, the focus was all about the end product but nowadays, it has evolved to include the services offered (Littlefield & Roberts, 2012).
Quality management process basically involves four main components that need to be adhered to in order to make the process successful. They include the quality planning which is the first step and includes preparing the measuring standards and desired output quality. The other steps are the quality assurance and quality control which involves measuring the actual product and comparing it with the standards put in place. Quality improvement is the last stage and involves the reconciliation of the deviations in order to make the products and services to the desired level and in most cases, it involves rectifying the process to ensure that future items conform to the standards (Nederpelt, 2012).
ii. Why QM is needed
Custome ...
The document provides information on various quality models and standards including Six Sigma, Total Quality Management (TQM), ISO 9001. It discusses the goals, methodology, and evolution of Six Sigma. It explains the key principles and structure of TQM and ISO 9001. It also provides a case study on how Toyota has implemented TQM based on principles of customer focus, continuous improvement, and total participation.
Performance measurement is a key part of total quality management. It helps identify progress towards goals, opportunities for improvement, and compare performance internally and externally. Traditional cost-based measures provide little insight for quality improvement. A good performance measurement framework focuses on customers and measures effectiveness, efficiency, and productivity. It establishes goals, metrics, collects data, identifies gaps, and initiates improvement actions through an ongoing cycle.
Hur kan kvaliten förbättras på din internrevisionsaktivitet vad fungerarTranscendent Group
Presentation från GRC 2015 den 20 maj. Kontakta gärna talaren om du har några frågor. Hela schemat för eventet hittar du här: http://www.transcendentgroup.com/sv/har-har-du-hela-schemat-for-grc-2015/
The basic purpose of Improving Quality is to change the way we do things.
Emphasis is on prevention, not inspection
My message is that quality does not happen by accident – it must be planned in
Training Slides of Supplier Assessment and Performance Measurement, discussing the importance of Suppliers.
For further information regarding the course, please contact:
info@asia-masters.com
www.asia-masters.com
The document discusses the basics of quality management systems including definitions of quality, total quality management, ISO standards, quality management principles, benefits of certification, and key aspects of establishing a quality management system such as developing processes, auditing performance, and continually reviewing and improving the system. It provides an overview of quality management concepts, standards, and implementation.
This document discusses factors that affect the quality of medical records documentation in hospitals. Semi-structured interviews were conducted with 28 managers and administrators from educational hospitals in Iran. Facilitators and barriers to quality documentation were categorized as organizational, environmental, or personal. Key facilitating factors included organizational structure and culture, management support, and individual characteristics. Barriers included issues with the program structure, beliefs, and individual characteristics. The identification of these factors can help health managers improve documentation quality by strengthening facilitators and overcoming barriers. This is important as high-quality documentation is necessary to achieve the goal of improved care through accreditation programs.
This document provides an introduction to Total Quality Management (TQM). It defines TQM as both a philosophy and set of principles for continuously improving an organization. The document outlines key TQM concepts like customer focus, employee involvement, and continuous process improvement. It also discusses quality planning, costs, and performance measurement. The overall summary is that TQM aims to exceed customer needs through applying quantitative methods, tools, and management techniques to improve all organizational processes.
This document provides an overview of total quality management (TQM) principles and concepts. It defines TQM and quality, lists the dimensions of quality, and discusses basic TQM concepts like management commitment, customer focus, workforce involvement, and continuous improvement. It also covers TQM principles, quality costs, quality planning, performance measures, recognition and reward systems, and process improvement techniques like statistical process control, Kaizen, and PDCA. The document is intended as a reference for students taking a course on TQM.
The document discusses quality planning and project kickoff, including defining quality, quality planning processes, quality gurus like Deming and Juran, frameworks for quality like ISO and Six Sigma, core quality concepts around stakeholder satisfaction and process management, and planning for a project kickoff meeting. It provides an overview of important concepts for ensuring project quality and setting the stage for a successful project launch.
DHL Quality Control Manual Quality Management (BADM370).docxmariona83
DHL Quality Control Manual
Quality Management (BADM370)
Unit III: Individual Project
Student name
5 September 2018
TABLE OF CONTENTS
History of Quality Management 1
Founders of Quality Management 1
Total Quality Management Systems 1
The Role of Leadership 2
Strategic Issues 2
Management as a Role Model 2
Modern Metrics 2
General Quality Strategies and Tools 3
Customer Expectations 3
Designing Quality in 3
Defining Metrics 3
Mistake-proofing 3
Kaizen 3
Six Sigma 3
Quality Tactics and the Logistics and Supply Chain Functions 4
Internal and External Tools 4
Roll-Out 5
Introduction to Quality Management
Quality classification varies in numerous organizations. Organizational expectations of quality requirements are directly correlated to what customers expect in a product or service. Prior to the early 1900’s the concept of quality management was simplistic in nature. Basic forms of quality management can be traced back to the medieval times when master craftsmen would assess the quality of products and services. Modern day quality management was initially studied and formally introduced to manufacturing organizations by a mechanical engineer named Fredrick W. Taylor. For years, Taylor conducted research on manufacturing processes and how quality can be improved to increase efficiency in production. Based on his studies, Taylor published The Principles of Scientific Management in which he presented statistical findings on how to effectively implement quality management practices.
In conjunction to Taylor’s time study, Frank and Lillian Gilbreth focused on motion and efficiency study to improve the quality management processes that later paves way for the modern-day quality management systems of ISO. Another highly qualified mechanical engineer, Henry Gantt, created charts to help managers plan and monitor project tasks. Gantt also determined that employees needed to be paid based on performance evaluations. The scientific studies have improved standards and increased profitability for many businesses. This was even more evident following the work of engineer and scientist, W. Edwards Deming. Deming utilized Walter Shewhart’s Plan-Do-Check-Act Cycle for total quality management (TQM) to assist the Union of Japanese Scientists and Engineers (JUSE) in rebuilding economic strength following the aftermath of World War II.
The emphasis on total quality management (TQM) is imperative today. Businesses, like Deutsche Post DHL Group, have adopted specific methods for implementing TQM within the organization. The ISO 9000 quality management system presents standardized requirements for achieving TQM. The Plan-Do-Check-Act Cycle has also attributed to successful management assessments as well. Another frequently used system is Deming’s 14 Points. The benefits of these systems outweigh the cons. The systems have saved businesses countles.
Quality management is a sphere gaining a lot of importance in project management as well as in other global industries. Its importance has become evident in recent times when industries emphasize maintaining a proper quality standard for their services and products.
To secure the position of project management professional, a candidate needs to have in-depth knowledge about quality management interview questions. These questions help candidates secure a good job in the market.
Check Out The Full Blog Given in the URL Below
https://www.sprintzeal.com/blog/quality-management-interview-questions
This document discusses several concepts useful for management, including vision, characteristics of vision, the process of materializing vision, mission, core competence, total quality management (TQM), business process reengineering (BPR), enterprise resource planning (ERP), empowerment, and the role of cyber cops. Some key points discussed include:
- A vision provides long-term direction for an organization while a mission outlines how the vision will be achieved.
- Core competence refers to an organization's unique skills and capabilities. TQM aims to achieve long-term success through customer satisfaction using strategies like continual improvement and fact-based decision making.
- BPR involves fundamentally rethinking and redesigning business processes to improve performance. E
A quality management system (QMS) is defined as a formalized system that documents processes, procedures, and responsibilities for achieving quality policies and objectives.
A QMS helps coordinate and direct an organization’s activities to meet customer and regulatory requirements and improve its effectiveness and efficiency on a continuous basis.
This refers to the organization structure, responsibility, procedures, processes and resources needed to implement a comprehensive quality management programme.
It comprises of collective policies, plans, practices and the supporting infrastructure by which an organization aims to reduce and eventually eliminate non-conformance to specifications, standards and customer expectations in the most cost effective and efficient manner.
The document discusses the key concepts of total quality management (TQM). It identifies six main concepts: 1) Committed and involved management leadership that establishes long-term quality goals. 2) An unwavering focus on both internal and external customers. 3) Effective involvement and training of the entire workforce. 4) Continuous improvement of all business and production processes through quality projects. 5) Treating suppliers as partners rather than adversaries. 6) Establishing performance measures for processes to quantitatively track quality improvement.
This document outlines a total quality management system framework. It discusses elements of a quality system including quality culture, policy, management commitment, training, problem solving, and more. Key aspects include establishing a quality policy and objectives, measuring quality costs, conducting management reviews, ensuring regulatory compliance, and using tools like FMEA, SPC, and problem solving methods. The goal is to prevent quality problems, meet customer requirements, and continually improve the quality system.
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2. Agenda:
● Implementing quality management practices in the PMO
● Defining quality standards and metrics for projects
● Conducting quality assurance and quality control activities
3. ● The degree to which a set of inherent characteristics fulfill requirements
● The quality of something can be determined by comparing a set of inherent
characteristics with a set of requirements. If those inherent characteristics meet
all requirements, high or excellent quality is achieved. If those characteristics do
not meet all requirements, a low or poor level of quality is achieved.
What is Quality?
4. ● Quality Management is set of activities to direct and control an organization with
regard to Quality.
● Quality Management is focused not only on product and service quality, but also
on the means to achieve it.
What is Quality Management?
Plan Quality Management Planning Process Group
Manage Quality Executing Process Group
Control Quality Monitoring and Control Process Group
5. ● Customer focus. The primary focus of quality management is to meet customer
requirements and to strive to exceed
customer expectations.
● Leadership. Leaders at all levels establish unity of purpose and direction and
create conditions in which people are engaged in achieving the organization's
quality objectives.
● Engagement of people. Competent, empowered and engaged people at all
levels throughout the organization are essential to enhance its capability to
create and deliver value.
Quality Management Principles
6. ● Process approach. Consistent and predictable results are achieved more
effectively and efficiently when activities are understood and managed as
interrelated processes that function as a coherent system.
● Improvement. Successful organizations have an ongoing focus on improvement.
● Evidence based decision making. Decisions based on the analysis and
evaluation of data and information are more likely to produce desired results.
● Relationship management. For sustained success, an organization manages its
relationships with interested parties, such as suppliers, retailers.
Quality Management Principles
8. - Define and continuously update the understanding of the "quality" at PMO and
among your projects.
- Invest in the Culture of Quality in the Organization.
- Empower teams with instruments (and responsibility) to reach the quality.
- Optimize processes and remove silos, so the quality becomes something, that is not so hard to
achieve.
- Create controlling points and quality gates.
Quality Management in terms of PMO
9. "In God we trust, all others bring data."
- W. Edwards Deming
"You get what you measure. Measure the wrong thing and
you get the wrong behaviors."
- John H. Lingle
Defining quality standards and metrics for projects
10. ⚠ PERSON-ORIENTED METRICS
We should measure not a specific person or role, but the overall
picture.
⚠ ONLY QUANTITATIVE METRICS
Only quantitative metrics can't help you to see the overall picture.
⚠ ANY KIND OF "SEPARATED" METRICS
Metrics without contest worth nothing.
Bad metrics
11. ⚠ TURNING METRICS INTO OBLIGATORY KPIs
People start working not for the overall results & collaboration, bot for their
own KPIs.
⚠ "STUPID" METRICS
Metrics, that, obviously, are useless, and don't lead to any decisions.
⚠ METRICS THAT DECEIVE US
Metrics and correlations, that lead to wrong decisions.
Bad metrics
12. ✅ MEASURE SYSTEM FROM THE VARIOUS POV
Different aspects are taken into account when measuring the system.
✅ ARE HARD TO MANIPULATE
That lowers the risk of being fooled by numbers.
✅ PROVIDE INSIGHTS ON THE SYSTEM'S STATUS
Metrics reveal bottlenecks in processes, and push to improvement.
Good metrics
13. ✅ ENFORCE STANDARDS APPLICATION
To get good results, the work should be done properly, right?
✅ ARE VALUABLE FOR VARIOUS STAKEHOLDERS
Different stakeholders are interested in different metrics and views.
✅ ARE EASY-TO-UNDERSTAND
Metrics should be as easy as possible.
Good metrics
14. ✅ ENFORCE STANDARDS APPLICATION
To get good results, the work should be done properly, right?
✅ ARE VALUABLE FOR VARIOUS STAKEHOLDERS
Different stakeholders are interested in different metrics and views.
✅ ARE EASY-TO-UNDERSTAND
Metrics should be as easy as possible.
Good metrics
15. ✔ Project Success Rate: Measure the percentage of projects completed on time, within
budget, and meeting predefined quality standards. This metric gives an overall view of the
PMO's ability to deliver successful projects.
✔ Customer Satisfaction: Gather feedback from project stakeholders, including clients,
sponsors, and team members, to assess satisfaction level. High satisfaction indicates
effective communication, quality deliverables, and meeting stakeholder expectations.
✔ Resource Utilization: Track the utilization of resources (e.g., personnel, equipment,
funds) across projects to ensure optimal allocation and identify potential areas for
improvement or cost savings.
Good metrics examples
16. ✔ Gross Profit Margin (GPM): Monitoring GPM helps assess the profitability of projects
and ensures that project activities are generating sufficient returns to cover expenses and
contribute to overall business profitability. By tracking GPM over time, the PMO can identify
trends, assess the financial viability of projects, and make informed decisions to optimize
resource allocation and maximize profitability.
✔ Budget Variance: Measure the variance between planned vs. actual project expenditures
to ensure financial control and identify areas where costs are exceeding expectations. This
helps in managing project budgets effectively.
✔ Employee Satisfaction (ESAT): High ESAT scores indicate motivated and engaged team
members, which can lead to higher productivity, better project outcomes, and lower turnover
rates.
Good metrics examples
17. - Agree upon the list of metrics;
- Define responsible person;
- Use a proper instrument for metrics gathering and reporting;
- Lead changes (using all change management techniques);
- Challenge the information gathered, rethink the approach;
Executing
18. Define Company benchmarks and standards
Is GPM = 55% OK for us?
Is CPI/SPI = 0.95 OK for us?
Is CSAT = 5 (of 6) OK for us?
Is {ANY_OTHER_METRIC) = 9 of 10 OK for us?
It is essential to figure out the specifics of your project, and whether general standards
are applicable.
Executing
19. Metrics should enforce certain company-related best practices and should be not
super-hard to measure.
It should be a specific place for all metrics and clear indicators when escalation
process should starts.
Providing visibility is crucial for the overall quality system success.
Reporting process and visibility
20. Quality Assurance (QA) refers to the process used to create the deliverables, and can
be performed by a manager, client, or even a third-party reviewer. Examples of quality
assurance include process checklists, project audits and methodology and standards
development.
Quality Assurance vs Quality Control
21. Quality Control (QC) refers to quality related activities associated with the creation of
project deliverables. Quality control is used to verify that deliverables are of
acceptable quality and that they are complete and correct. Examples of quality control
activities include inspection, deliverable peer reviews and the testing process.
Quality control is about adherence to requirements. Quality assurance is generic and
does not concern the specific requirements of the product being developed.
Quality assurance activities are determined before production work begins and these
activities are performed while the product is being developed. In contrast, Quality
control are performed after the product is developed.
Quality Assurance vs Quality Control
22. PMO should:
• ensure about the high quality of the whole customer journey inside the company;
• assist PMs and project teams in building a system of quality;
• act as a Quality Advocate, to motivate teams;
• be an example of leadership, and make sure that company's values are continuously
transformed into actionable items;
• share business-oriented feedback to teams and engage them;
Quality Assurance
23. • templates, best practices;
• knowledge base;
• standards and benchmarks;
• procedures and processes;
Quality Assurance practices in PMO
24. PMO should ensure that:
• the formal procedures are followed;
• the project metrics are gathered in correct way;
• the project processes are effective enough for a good level of quality;
• the project is within its scope, budget, timeline, etc;
Quality Control
25. ISO 9000 family:
ISO 9001 sets out the requirements of a quality management system.
● Control of Documents
● Control of Records
● Quality Audit (metrics)
● Control of Nonconforming Product and Services
● Corrective and Preventive Actions
Capability Maturity Model Integration (CMMI) - is a process level improvement training
and appraisal program.
Internal audits
Project Audits
28. Root Cause Analysis (RCA) is a systematic process for identifying “root causes” of
problems or events and an approach for responding to them. RCA is based on the
basic idea that effective management requires more than merely “putting out fires” for
problems that develop, but finding a way to prevent them.
Root-Cause Analysis