...History of Quality Management The history of Total Quality Management can be traced in early year’s of 1920′s in the area of production quality control, and remarkably the concepts developed in Japan beginning in the late 1940′s and 1950′s, pioneered there by Americans Feigenbum, Juran and Deming. Quality Management Gurus and theories Quality Management resulted mainly from the work of the quality gurus and their theories. the American gurus featured in the 1950′s Japan: Joseph Juran, W Edwards Deming, and Armand Feigenbum; the Japanese quality gurus who formulated and extended the early American quality ideas and models: Kaoru Ishikawa, Genichi Taguchi, and Shigeo Shingo; and the 1970-80′s American Western gurus, notably Philip Crosby and Tom Peters, who further extended their thoughts towards Quality Management concepts after the Japanese successes Total Quality Management (TQM) Total Quality Management features centrally the customer-supplier interfaces, (external and internal customers and suppliers). A number of processes sit at each interface. Central also is an organizational commitment to quality, and the importance of communicating this quality commitment, together with the acknowledgement that the right organizational culture is essential for effective Total Quality Management Processes – understanding processes and methods for process improvement Understanding processes is essential before attempt is made to improve them. This is a central aspect to Total...
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...Essay 1 Quality Management – Of all the quality gurus studied in chapter 2, who do you like the best. After reading the chapter I did more research on Quality Guru’s and found one that interested me the most. His name is Tom Peters and he identified leadership as being the focus to the quality improvement process. He replaced the word Management with Leadership. He created the MBWA which stands for managing by walking about. This allowed leaders to keep in touch with the customer, innovation and the people. He felt to be an effective leader three major things need to happen. Listening which suggests caring, Teaching which transmits values and facilitating which offers on the spot help. He researched successful American organizations and concluded that a smart approach to organizing had to encompass, and treat as interdependent, seven variables. This became known as the McKinsey 7-s framework and was developed in the 1980’s. There is a lot of information on the internet about the McKinsey 7s model. The key being that they are all connected and a change in one area will affect other areas. The most common uses of the framework are: * To Facilitate organizational change * To help implement new strategy * To identify how each area may change in the future * To facilitate the merger of organizations What I liked about this approach the most was it has an emphasis on human resources, soft skills, as opposed to just mass production. The goal of the model was...
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...freedom. All people have the right to follow their own path to God without condemnation or coercion from others. * Sikhism emphasizes a moral and ethical life. A Sikh should represent moral responsibility and righteousness. * Sikhism rejects all forms of rituals such as idol worship, pilgrimages, fasting, and superstitions. * Sikhism teaches service to others. The primary task in life should be to help the poor, needy, and oppressed. The Sikhs have a long heritage of speaking out against injustice and for standing up for the defenseless. * Sikhs are supposed to be saints, scholars, and soldiers. * The word Sikh means disciple or student. Sikhs are the disciples of God who follow the writings and teachings of the ten Sikh Gurus. Three Principles of Sikhism Guru Nanak Dev, the first Sikh Guru, taught three fundamental principles: * Kirat Karo - Work hard and honestly * Wand Ke Chhako - Share what you have with the needy * Naam Jappo - Always remember God throughout the day Mool Mantar Mool Mantar is a basic prayer, composed by Guru Nanak Dev. It is the key prayer of Sikhs which sums up the basic concepts of the Sikh religion. There is one God. | Ik Onkar | His Name is Truth. | Satnam | He is the Creator. | Karta | He is present throughout His Creation. | Purakh | He fears none. | Nirbhao | He hates none. | Nirvair | His...
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...of holding secular power (Miri) and spiritual authority. (Piri) * Guru Hargobind laid the foundation of a new temple at Amritsar; the Akal Takht. * The Akal Takht was built facing Harmandir Sahib (the Golden Temple.) * Guru Hargobind had a throne built and would administer Sikh affairs from here. * For 100 years Shikis had developed a deep meditative tradition founded in peace and tolerance. However, Guru Hargobind recognized the need for the community to be able to defend itself. This started the martial practice of the Sikhs. Guru Hargobind became a powerful warrior and trained the Sikhs to fight. * The Sikh martial tradition, however, stayed rooted in the principles of peace and tolerance taught by the first Sikh Gurus. The Sikh warrior...
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...technical college | Philosophy of Quality - | [Quality Philosophy Paper] | ------------------------------------------------- Jessica Gallo Managing for Quality (196-192) ------------------------------------------------- Moraine Park Technical College February 1, 2013 ------------------------------------------------- Jessica Gallo Managing for Quality (196-192) ------------------------------------------------- Moraine Park Technical College February 1, 2013 | Philosophy of Quality Introduction Organizations and people are in competition with one another, therefore having quality is vital to its success. Quality can be defined by me and others as a business that makes reliable products that are made to last or a business that makes a product at reasonable price to its consumer. Quality can also be defined by receiving outstanding...
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...resist becoming content with merely improving a product's quality, insisting that quality improvement can always go one step further. His notion of company-wide quality control called for continued customer service. This meant that a customer would continue receiving service even after receiving the product. This service would extend across the company itself in all levels of management, and even beyond the company to the everyday lives of those involved. According to Ishikawa, quality improvement is a continuous process, and it can always be taken one step further. With his cause and effect diagram (also called the "Ishikawa" or "fishbone" diagram) this management leader made significant and specific advancements in quality improvement. With the use of this new diagram, the user can see all possible causes of a result, and hopefully find the root of process imperfections. By pinpointing root problems, this diagram provides quality improvement from the "bottom up." Dr. W. Edwards Deming --one of Isikawa's colleagues -- adopted this diagram and used it to teach Total Quality Control in Japan as early as World War II. Both Ishikawa and Deming use this diagram as one the first tools in the quality management process. Ishikawa also showed the importance of the seven quality tools: control chart, run chart, histogram, scatter diagram, Pareto chart, and flowchart. Additionally, Ishikawa explored the concept of quality circles-- a Japanese philosophy which he drew from obscurity...
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...S.P.C. Statistical Process Control: GMS-401 F2013 In GMS-401 we study 2 types: 1. Inspection for variables —there is typically one dimension most indicative of QUALITY or lack of Quality of an item being studied for compliance to a Quality Standard. Here it is a dimension such as the contents of a jar of fruit jam, the size of a pair of shoes etc. These are called X-bar and R charts. One calculates X-bar-bar and R-bar averages and these are the centre lines of the SPC run-charts that will be drawn. The charts MUST have these centre lines PLUS upper and lower control AND range limits. The points on these graphs MUST be joined so that a reader can follow the level of quality versus centre lines and control limits over time and look for trends and potential out-of-control conditions. The data will be in a set of readings typically taken at say one-hour intervals. The number of readings taken each hour is the sample size–for example 4 jars of jam in the exercise book. The sample size of 4 is used in calculating the control limits and for determining the value of the statistical constants used in these calculations such as A2, D3,D4. The “number of samples” is 10 but the “sample size” is 4. The 10 samples will be plotted on a graph but the number 10 in this case is NOT used in the calculation of control limits when looking up the A2,D3, and D4 values. In this type of SPC BOTH graphs must be drawn and examined. If a SINGLE POINT on either graph exceeds the upper or...
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...Introduction Quality is a familiar word. However it has a variety of interpretations and uses, and there are many definitions. For example when searched on the internet it produces ISO 8402-1986 standards defining Quality asthe totality of features and characteristics of a product or service that bears its ability to satisfy stated or implied needs." BusinessDictionary.com (2013)Many people today claim they understand what is meant by quality and claim they know quality when they see it. In fact quality is a very difficult concept to grasp or understand and many experts have spent many years in defining quality and improving quality in their products and services and they believe there is always room for improvement. However the simplest way of explaining it is ‘meeting customer requirements’ Oakland J. S (1996). We have to therefore look at quality as something good and worth having. To examine quality and how it improves the organisation, we must explore the theorists and their findings. Quality Management was first introduced by the Father of Scientific Management Fredrick Taylor. Until the late 19th century there were little or no principles or theories for management. A manager was of superior importance who told the workers what they wanted done; the worker then went about his duty with little or no training, no motivation and little pay. Everything up until now was made in one unit form, usually from start to finish by the one person (craftsmen). ). From the late...
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...Ledbetter Total Quality Management Professor: Harry Ekholm November 13, 2011 Dr. Kaoru Ishikawa is one of the world`s primary leader on quality control. Ishikawa has influenced quality practices throughout the world, with his education background and ideas towards Total Quality Management have sharped TQM and are still used today. Ishikawa has helped thousands of companies, including IBM, Bridgestone, and Komatsu, to turn out higher quality products at considerable lower costs. His book What is Total Quality Control? The Japanese Way, Prentice Hall, Inc. was a best seller in business books. He has been awarded the Deming Prize and the Nihon Keizai Press Prize, the Industrial Standardization Prize for his writings on Quality Control, and the Grant Award in 1971 from the American Society for Quality Control for his education programmer on Quality Control. (Japan Headquaters, 2010) Professor Ishikawa was born in Tokyo 1915 and graduated in 1939 from the University of Tokyo with an engineering degree in applied chemistry. In 1947 he was employed as an Assistant Professor at the University of Tokyo and achieved his Doctorate of Engineering. Professor Ishikawa is best recognized as an innovator of the Quality Circle movement in Japan. In the early 1960s in a speech to mark the 1000th quality circle convention in Japan in 1981, he described how his work took him in this direction. In 1968, in his role as Chairman of the Editorial Committee of Genba-To-QC (Quality Control for...
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...Community Health Nursing: Quality of Life and Functioning A. Personal Perceptions After reviewing the case of Mrs. Thomas and her situation, there are many feelings I have about the final outcome. As nurses, we always have to take our feelings into account and rationalize what we feel about the health and well being of our patients. After a BRAC analysis was performed, significant results were indicated. I feel empathy for Mrs. Thomas because this technology showed what her odds were for future recurrence of breast cancer. I’m disappointed that a radical mastectomy was not suggested to be performed with Mrs. Thomas’ first surgery to help avoid a further decline. It appears almost obvious that this should have been encouraged by her medical team. I do, however, understand that it is easier to look back on this than to look forward with what options remain. What is most important is Mrs. Thomas’ quality of life for the duration of what time she has left. I define quality of life as the ability to be as emotionally, physically and mentally fulfilled as possible. Quality of life is finding all the moments that matter and cherishing them on a daily basis. There will be better days than others, but what is key is to understand the big picture. The major challenge is promoting the best quality of life when the big picture ultimately has a poor outcome. Health promotion is crucial to increase Mrs. Thomas’ quality of life. Interventions will be initiated in all areas...
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... Making Customers Feel Six Sigma Quality Globalization and instant access to information, products and services have changed the way our customers conduct business — old business models no longer work. Today’s competitive environment leaves no room for error. We must delight our customers and relentlessly look for new ways to exceed their expectations. This is why Six Sigma Quality has become a part of our culture. What is Six Sigma? First, what it is not. It is not a secret society, a slogan or a cliché. Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-perfect products and services. Why ”Sigma“? The word is a statistical term that measures how far a given process deviates from perfection. The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. Six Sigma has changed the DNA of GE — it is now the way we work — in everything we do and in every product we design. GE’s Evolution Towards Quality GE began moving towards a focus on quality in the late ‘80s. Work-Out®, the start of our journey, opened our culture to ideas from everyone, everywhere, decimated the bureaucracy and made boundaryless behavior a reflexive, natural part of our culture, thereby creating the learning environment that led to Six Sigma. Now, Six Sigma, in turn, is embedding quality thinking — process thinking — across...
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...regulatory compliance. Worldwide Locations With locations close to sourcing areas in over 40 countries, we offer you the convenience of global coverage with local service where you need it. Technical Knowledge & Leadership Our staff participate in the development of international, industry and regulatory standards worldwide, keeping you and us at the forefront of changes in safety requirements and testing methods. Personalized Service At Bureau Veritas, we are committed to meeting your evolving needs and helping you anticipate new market trends. We offer you customized and specialized services to meet your quality assurance needs throughout your supply chain. Providing you with the highest levels of service is a priority for us. So we do the Inspection, Factory & Social Audit to show responsibility by making sure that its facilities, equipment, products and services comply with quality, health & safety, environmental and social responsibility imperatives, whether they are: - regulatory: imposed by applicable codes or regulations which condition the "license to operate", - voluntary: based on sector specific requirements or recognized international standards, - proprietary: based on your own schemes, standards or requirements. We are able to carry out inspections of your facilities, equipment and products, and audits of your systems and processes against practically any referential, on a local or worldwide basis. In a number of cases, inspections and audits will ultimately enable...
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...Look at Quality and Its Impact on Today’s Environment MGT/449 June 11, 2012 Nikki Henderson Instructor: Ian Finley What is quality? “Quality itself has been defined as fundamentally relational: ‘Quality is the ongoing process of building and sustaining relationships by assessing, anticipating, and fulfilling stated and implied needs,’ Quality Digest, 2001).” Even those quality definitions which are not expressly relational have an implicit relational character. Why do we try to do the right thing right, on time, every time? To build and sustain relationships. Why do we seek zero defects and conformance to requirements? To build and sustain relationships. Why do we seek to structure features or characteristics of a product or service that bear on their ability to satisfy stated and implied needs? To build and sustain relationships. The focus of continuous improvement is, likewise, the building and sustaining of relationships. It would be difficult to find a realistic definition of quality that did not have, implicit within the definition, a fundamental express or implied focus of building and sustaining relationships (Quality Digest, 2001.) Elements of Quality There are three key elements of quality: customer, process, and employee (Key Elements of Quality, n.d...
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... Making Customers Feel Six Sigma Quality Globalization and instant access to information, products and services have changed the way our customers conduct business — old business models no longer work. Today’s competitive environment leaves no room for error. We must delight our customers and relentlessly look for new ways to exceed their expectations. This is why Six Sigma Quality has become a part of our culture. What is Six Sigma? First, what it is not. It is not a secret society, a slogan or a cliché. Six Sigma is a highly disciplined process that helps us focus on developing and delivering near-perfect products and services. Why ”Sigma“? The word is a statistical term that measures how far a given process deviates from perfection. The central idea behind Six Sigma is that if you can measure how many “defects” you have in a process, you can systematically figure out how to eliminate them and get as close to “zero defects” as possible. Six Sigma has changed the DNA of GE — it is now the way we work — in everything we do and in every product we design. GE’s Evolution Towards Quality GE began moving towards a focus on quality in the late ‘80s. Work-Out®, the start of our journey, opened our culture to ideas from everyone, everywhere, decimated the bureaucracy and made boundaryless behavior a reflexive, natural part of our culture, thereby creating the learning environment that led to Six Sigma. Now, Six Sigma, in turn, is embedding quality thinking — process thinking — across...
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...until 1947. Dr. Ishikawa might now begin his profession as a cohort educator at the University of Tokyo, in 1949 Dr. Ishikawa joined the Japanese Union of Scientists and Engineers quality control examination bunch, it was his aptitudes at activating huge assemblies of individuals towards a particular regular objective that was generally answerable for Japan's quality-change, and is likewise one of the world`s principal powers on quality control. He then attempted the presidency of the Musashi Institute of Technology in the year of 1978, and he has likewise helped many organizations, including IBM, Bridgestone, and Komatsu to turn out higher quality items at much lower cost. Dr. Kaoru Ishikawa needed to change the way individuals consider work, he urged all administrators to oppose getting substance with only enhancing an item's quality, demanding that quality change can just go above and beyond, his thought of companywide quality control called for proceeded client administration. This implied that a client might keep getting administration significantly in the wake of accepting the items, this administration might stretch out over the organization itself in all levels of administration, and even past the organization to the commonplace lives of those included, as stated by Dr. Ishikawa, quality change is a consistent methodology, and it can just be taken above and beyond. Dr. Ishikawa calls center administration and upper administration the guardian and instructor of...
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