...1. Cost of Quality Analysis A focus on quality management demands that the total cost and benefits of quality performance be first understood by everyone in the company. In order to successfully launch a companywide Six Sigma, the first step is to dig out all relative cost categories that associated with managing quality and quality failures. The marketing research and other similar costs categories should all be included in the Cost of Quality (CoQ) analysis. 1.1 Identification of Cost Categories Based on Roberta’s current CoQ analysis, there are 18 cost categories with question marks that she either did not have data for or wasn’t sure about including. For the prevention costs, Roberta is having problem with the costs of marketing research, customer/user perception surveys/clinics, supplier quality planning, supplier quality planning, quality program planning and reporting, and other prevention costs. As mentioned earlier in the case, Roberta wasn’t sure how the marketing manager would feel about including marketing research as a category in the CoQ because it seems that marketing research as well as the customer perception surveys have no direct relation with preventing product defects. In fact, the fast development and introduction of new product is a key factor that differentiates Aqua Fun from their competitors in the same market. To ensure the quality of the new products before they are launched into the market, it is essential for the company to develop effective and...
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...of the project. The Project Manager then ensures that the project is delivered on time, to budget and to the required quality standard (within agreed specifications). He/she ensures the project is effectively resourced and manages relationships with a wide range of groups (including all project contributors). The Project Manager is also responsible for managing the work of consultants, allocating and utilising resources in an efficient manner and maintaining a co-operative, motivated and successful team. Responsibilities • • • • • • • • • • • • • • • • • • • • Managing and leading the project team. Recruiting project staff and consultants. Managing co-ordination of the partners and working groups engaged in project work. Detailed project planning and control including: Developing and maintaining a detailed project plan. Managing project deliverables in line with the project plan. Recording and managing project issues and escalating where necessary. Resolving cross-functional issues at project level. Managing project scope and change control and escalating issues where necessary. Monitoring project progress and performance. Providing status reports to the project sponsor. Managing project training within the defined budget. Liaises with, and updates progress to, project board/senior management. Managing project evaluation and dissemination activities. Managing consultancy input within the defined budget. Final approval of the design specification. Working closely with users to...
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...professional with nearly 9 years of total experience including nearly 7 years in Purchase Management, Quality Control and Logistics Operations. • Currently associated with El Sewedy Electrometer, Hangzhou, China as Purchasing Manager. • Deft at gathering requirement and administering the sourcing & purchase operations for ensuring cost & time effectiveness of the processes. • Dexterous in ensuring availability and delivery of right quality materials at the right time, price and terms. • Adept at coordinating and following up with the stakeholders for facilitating smooth running of the operations. • Proficient at implementing stringent quality measures including preparation / maintenance of necessary documents to ensure compliance with the various standards & requirements. • Equipped with good project management skills coupled with the ability to identify issues, obtain mutual agreements and implement changes, as required. • An analytical thinker with exceptional communication, planning & problem solving skills. CORE COMPETENCIES Sourcing/Procurement/Purchase Management • Developing and implementing key strategies for purchasing materials from various sources. • Managing & monitoring the preparation of Purchase Orders. Supply Chain Management • Ensuring availability and delivery of right quality materials at the right time, price and terms. • Sustaining the existing network & managing the supply chain, ensuring timely distribution of the merchandise. Logistics Operations • Monitoring...
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...operations function is concerned with getting things done; producing goods and/or services for customers. Operations management is important because it is responsible for managing most of the organization’s resources. However, many people think that operations management is only concerned with short-term, day-to-day, tactical issues. All business organizations are concerned with how they will survive and prosper in the future. A business strategy is often thought of as a plan or set of intentions that will set the long-term direction of the actions that are needed to ensure future organizational success. However, no matter how grand the plan or how noble the intention, an Organization’s strategy can only become a meaningful reality, in practice, if it is operationally enacted. An organization’s operations are strategically important precisely because most organizational activity comprises the day-to-day activities within the operations function. It is the myriad of daily actions of operations, when considered in their totality that constitute the organization’s long-term strategic direction. The relationship between operations and the other business functions is similarly important. The objective of the operations function is to produce the goods and services required by customers whilst managing resources as efficiently as possible. Rane Brake Lining planned to transform it to compete with global players. Automatically it would help the RBL to be...
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...Contents 1 Introduction 3 1.1 Scope 3 1.2 Process and context 3 2 Questions 4 2.1 Capability 4 2.2 Experience and track record 4 2.3 Capacity 4 2.4 Shared strategic aims 5 2.5 Culture 6 2.6 Organisation and management 6 2.6.1 Quality management 7 2.6.2 Project and programme management 7 2.7 Multi-supplier proposals 7 2.8 Proposed supplier organisation and project staffing 8 2.9 Technical understanding 8 2.10 Proposed management processes 8 2.10.1 Quality management 9 2.10.2 Change management 9 2.10.3 Service provision and management 10 2.10.4 Resource management 12 2.10.5 Capacity planning and management 12 2.10.6 Business continuity and contingency plans 12 2.10.7 Project management 13 2.10.8 Programme management 13 2.10.9 Strategic management 14 2.10.10 Knowledge management and organisational learning 14 2.10.11 Training 15 2.11 Risk management and risk transfer 15 2.12 Supply chain management 16 2.13 Benefits management and delivery 16 2.14 Relationship management 17 2.15 IT-specific questions 17 2.15.1 Business process changes 18 2.15.2 Application development 18 2.15.3 Software and systems engineering 18 2.15.4 Development and maintenance 20 2.15.5 IT service management 21 2.15.6 Infrastructure design and planning 21 2.15.7 Infrastructure and technology...
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...distribution of products. The purpose is to ensure the whole business know what is happening when and where. By managing the international supply chain, companies are able to cut wastage and become more lean and mean, be more competitive and provide products faster. Being more lean and mean will drive the company to keep tighter control of internal inventories, production, distribution, sales and the inventories held and forecasted are all key elements in the SCM....
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...In Synaxis Ready Mix, the entire organization is divided into functional departments as shown in the above chart, to deal with the problems of business at various levels. Functional authority remains confined to functional guidance to different departments. This helps in maintain quality and uniformity of performance of different functions throughout the enterprise. Features * The entire organizational activities are divided into specifications such as Sales, Production, IT, Finance & Administration, etc as shown in above chart. * Complex form of administrative organization * Three authorities exist- Line, Staff and Function * Each functional area is put under the charge of functional specialists and he has got the authority to give all decisions regarding whenever the function is performed throughout the enterprise. * Better division of labour takes place which results in specialization of function and its consequent benefit. * Management control is simplified as the mental functions are separated from manual functions. Checks and balances keep the authority within certain limits. Specialists may be asked to judge the performance of various sections. * Greater efficiency is achieved because of every function performing a limited number of functions. * Specialization compiled with standardization facilitates maximum production and economical costs. * Expert knowledge of functional manager facilitates better control and supervision. ...
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...the South Korean market through the franchise agreement with Aussie Chung Inc. Currently, there are 101 Outback Steakhouse locations throughout South Korea. On June 14, 2007, OSI Restaurant Partners completed a stock repurchase plan, and the company is now privately held. _ In April 2012, Bloomin' Brands, the current owner of Outback Steakhouse, filed with the SEC to raise up to $300 million in an initial public offering. 2. OUTBACK’S START-UP STRATEGY _ The Company's strategy is to differentiate its restaurants by emphasizing consistently high-quality food and service, generous portions at moderate prices and a casual atmosphere suggestive of the Australian Outback. 3. DIFFERENTIATION STRATEGY – ANALYSE WITH 4 PERSPECTIVE OF BALANCE SCORECARD i. Outback differentiate itself by the excellence of its food and by offering a dining experience that would be cheerful, fun, and comfortable ❖ Quality...
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...Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems – Fundamentals and vocabulary, and in ISO 9004:2009, Managing for the sustained success of an organization – A quality management approach. This document gives the standardized descriptions of the principles as they appear in ISO 9000:2005 and ISO 9004:2009. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations’ performance. Contents : Principle 1 – Customer focus Principle 2 – Leadership Principle 3 – Involvement of people Principle 4 – Process approach Principle 5 – System approach to management Principle 6 – Continual improvement Principle 7 – Factual approach to decision making Principle 8 – Mutually beneficial supplier relationships The next step Principle 1 – Customer...
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...Quality management principles Introduction This document introduces the eight quality management principles on which the quality management system standards of the ISO 9000 series are based. These principles can be used by senior management as a framework to guide their organizations towards improved performance. The principles are derived from the collective experience and knowledge of the international experts who participate in ISO Technical Committee ISO/TC 176, Quality management and quality assurance, which is responsible for developing and maintaining the ISO 9000 standards. The eight quality management principles are defined in ISO 9000:2005, Quality management systems – Fundamentals and vocabulary, and in ISO 9004:2009, Managing for the sustained success of an organization – A quality management approach. This document gives the standardized descriptions of the principles as they appear in ISO 9000:2005 and ISO 9004:2009. In addition, it provides examples of the benefits derived from their use and of actions that managers typically take in applying the principles to improve their organizations’ performance. Contents : Principle 1 – Customer focus Principle 2 – Leadership Principle 3 – Involvement of people Principle 4 – Process approach Principle 5 – System approach to management Principle 6 – Continual improvement Principle 7 – Factual approach to decision making Principle 8 – Mutually beneficial supplier relationships The next step ...
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...Total Quality Management (TQM) Introduction TQM is the way of managing for the future, and is far wider in its application than just assuring product or service quality – it is a way of managing people and business processes to ensure complete customer satisfaction at every stage, internally and externally. TQM, combined with effective leadership, results in an organisation doing the right things right, first time. People Culture Communication Customer Supplier Systems Processes Commitment The core of TQM is the customer-supplier interfaces, both externally and internally, and at each interface lie a number of processes. This core must be surrounded by commitment to quality, communication of the quality message, and recognition of the need to change the culture of the organisation to create total quality. These are the foundations of TQM, and they are supported by the key management functions of people, processes and systems in the organisation. This section discusses each of these elements that, together, can make a total quality organisation. Other sections explain people, processes and systems in greater detail, all having the essential themes of commitment, culture and communication running through them. From to Quality Excellence www.dti.gov.uk/quality/tqm page 1 of 5 What is quality? A frequently used definition of quality is “Delighting the customer by fully meeting their needs and expectations”. These may include performance, appearance...
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...Managing Supplier Integration into Product Development: A Literature Review and Conceptual Model Finn Wynstra and Ferrie van Echtelt Eindhoven Centre for Innovation Studies/Institute for Purchasing & Supply Development, Eindhoven University of Technology, PO Box 513 - 5600 MB Eindhoven, Netherlands Tel. +31 40 2473841, Fax +31 40 2465949, j.y.f.wynstra@tm.tue.nl, f.e.a.v.echtelt@tm.tue.nl Abstract This paper presents a critical literature review concerning the effects of involving suppliers in product development, the critical processes underlying the management of this involvement and the potential driving and enabling factors for managing supplier involvement in product development. Together they constitute the building blocks for a ‘input-throughput-output’ model that helps in understanding the crucial elements of how to manage supplier involvement in product development. This model draws on our previous work in this area, but focuses more clearly on the ‘inputs’ and ‘outputs’ of managing supplier involvement. Introduction to managing supplier integration in product development Literature on product innovation has been pervasively trying to distil the key ingredients for company success. Many of the internal and external actors that are involved in product development - and the interfaces between them - have been subjects of research. Especially the interface between R&D on the one side and marketing and customers on the other side has been investigated (Souder and Chakrabarti...
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...TITLE PAGE: CREATING AND MANAGING SUSTAINABILE SUPPLY CHAIN MANAGEMENT Article caption Supply chain concerns the flow of goods and services from one point to another. The author Stefan Schalteger and Roger Burritt (2014), measuring and managing the supply chain management is critical to the organization and will remain to maintain the efficiency in the organizations in the world today. Srivastava, Samir K (2010) states that by building on sustainability in the supply chain will ensures that the management is doing the right thing in managing the organization hence creating competitive advantage. Statement of the author's purpose The major reason why the author wrote the article about this topic is to address the need of building sustainable supply chain in all organizations. Secondly is to explore and create the understanding of supply chain. He also develops the practical approach that develops sustainable supply chain performance management. Finally, the author explains the measurement of the sustainable supply chain in all the industries. From the point of view of the author, he is of the mind that the building a sustainable supply chain in an organization is one of the ways that organizations will smoothen the flow of services in the organization. Application of supply chain management theory relevant to article Supply chain management is the management of the flow of the firm’s goods and services from one point to the other. His explanations on the relevant concepts of...
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...America by 1995. The chain was founded by Chris Sullivan, Bob Basham and Tim Gannon when they realized an untapped opportunity existed in serving quality steaks at affordable prices. The chain differentiated itself through its consistent high quality food, dinner only timings, and unique “buy in” concept with managing partners, suburban locations, stringent hiring practices and a high emphasis on the quality and degree of personalization of service it provided. Although initially company owned and managed, based on requests from known acquaintances, the chain cautiously embarked on the franchisee route as well. By 1995, Outback acquired rights to develop Carrabba’s Italian Grill as part of its diversification strategy. In 1994, Hugh Connetty was appointed to lead Outbacks overseas expansion and charter out its future direction. INDUSTRY ANALYSIS: The industry has been analyzed using Porters’s Five Forces framework in APPENDIX1 .The food service industry in the U.S although lucrative, is highly concentrated and is mainly comprised of large chains competing for customers. There is threat from an increase in competition locally, from local and international chains and can be classified as medium. As an industry the bargaining power of suppliers is low to moderate. However, for specialized restaurants such as Outback Steakhouse, suppliers have...
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...Managing Responsibility - What does this article tell us about quality and responsibility management and how we can integrate this into organizational processes? In terms of quality, the article tells us that, "companies cannot compete successfully without paying close attention to the quality of their products and services." With regards to responsibility management, it is said that, "Corporate responsibility is defined as the ways in which a company's operating practices (policies, processes, and procedures) affect its stakeholders, and the natural environment. Demands for enhanced corporate responsibility come from corporate critics, social investors, activists, and, increasingly customers who claim to assess corporate responsibility when making purchasing decisions. These demands go beyond product/service quality to focus on areas such as labor standards, environmental sustainability, financial and accounting reporting, procurement, supplier relations, environmental practices, and supply chain management." Quality and responsibility management can be integrated into organizational processes. by considering quality and responsibility before all else. For example, according to MIT, "activities like making a decision or approving an application are parts of many organizational processes." > http://ccs.mit.edu/21c/mgtsci/index.htm Therefore, before 'any' rules of order or decisions, organizations must first base or filter all actions through the lens of quality assurance...
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