Organizational Effectiveness

Size: px
Start display at page:

Download "Organizational Effectiveness"

Transcription

1 Organizational Effectiveness Second Edition Donna C. S. Summers I niwrsity of Dayton Columbus, O

2 Contents Organizational Effectiveness. ' 2 What is an effective organization? 4 ' How is an effective organization created? 10.., ; What benefits can be gained from creating an effective organization? 16 Lessons Learned 16.., ; -.. Chapter Questions 18 Organizational Philosophy ' 20 What are the key philosophical elements to delighting customers and generating organizational success? 22. Who are the individuals, and what are their philosophies?.24 Lessons Learned 48 Chapter Questions 51 Quality Systems ( 52 What standards and criteria exist to support effective quality management systems? 54 What is ISO 9000?. 54.,,,... What are supplier certification requirements? ;.. ; What is ISO ? 63 ' ' '..', V... ' What is Six Sigma? ; ' What is the Malcolm Baldrige National Quality Award? 75 Lessons Learned 80 Chapter Questions 85 ;,. :->- -. ; ;...,.-. Creating a Customer Focus Why is a focus on customers so important? 92 ' "'.. ',. How do customers define quality? 92 "' i How do customers define value? 94 '! What is the difference between satisfaction and perceived value? 95 - Why is it important to understand how the customer views the process? 96 How does an effective organization create an unwavering focus, on customers' requirements, needs, and expectations? 97 How do effective organizations know what their customers want? 99. How do effective organizations capture the voice of the customer and turn that voice into actions that drive customer-perceived value? i 100 How can the Malcolm Baldrige National. Quality Award criteria help an organization create a more effective.customer focus? 114 v 90 vm

3 CONTENTS Lessons Learned 115 Chapter Questions 117 Organizational Leadership 124 What is expected of leaders? 126 How do effective leaders create an organizational culture focused on creating value for their customers? 126 How do effective leaders translate the vision and mission into day-to-day activities? 135 What are the different leadership styles of effective leaders? 137 How do effective leaders manage by fact and with a knowledge of variation? 138 How do effective leaders practice ethical behavior and good, citizenship? 141 How can the Malcolm Baldrige National Quality Award criteria help an organization's leadership become more effective? 141 Lessons Learned 143 Chapter Questions 146 Strategic Planning 154 What is strategic planning? 156 How do strategic plans give an effective organization a competitive edge? 161 How do strategic plans support customer satisfaction and perceived value? 162 How are strategic plans created? 163 How do effective leaders create organizational alignment through strategy deployment? 169 How can the Malcolm Baldrige National Quality Award criteria help an organization's leadership create effective strategic plans? 172 Lessons Learned 174 Chapter Questions 176 Human Resource Development and Management 184 How do employees create an effective organization? : How do effective employees enable an organization to create value for their customers? 188 How do leaders in effective.organizations,motivate employees? 188 How do leaders in effective organizations manage change? 192 What modifications do effective organizations make to their reward system to support the desired culture? 196' " ' ' ',, What types of education and training do effective organizations provide for their employees in order to remain competitive? 199 How do effective organizations use teams? 201

4 CONTENTS How do individual personalities affect team performance? 203 What needs to happen in order to have effective meetings? 206 How can the Malcolm Baldrige National Quality Award criteria help an organization's human resources become more effective? 208 Lessons Learned 210 Chapter Questions Managing the Supply Chain 220 What is a supply chain? 222 What are the benefits of effective supply chain management? 222 What are the elements of effective supply chain management? 224 What challenges face the development of an effective supply chain? 238 How does supply chain management relate to the Malcolm Baldrige National Quality Award? 238 Lessons Learned 239 Chapter Questions Measures of Organizational Success 248 Why measure? 250 What are good measures of performance? 250 How are measures of performance utilized in an effective organization? 261 What are the goals of a measurement system? 262 What role does the cost of quality information play in an effective organization? 265 How are quality costs defined? 267 What types of quality costs exist? 270 What does a formal quality cost measurement system look like? 274 How are quality costs utilized for decision making? 275 How do the Malcolm Baldrige National Quality Award criteria support measurement, analysis, and knowledge management for effective organizations? 277 Lessons Learned 279 Chapter Questions Benchmarking 288 How does benchmarking help an effective organization measure its success? 290 What is the purpose of benchmarking? 291 What types of benchmarking can be performed? 292 What are the benefits of benchmarking? 293 What are the different standards for comparison? 293 How is benchmarking done? 295

5 CONTENTS xi How do the Malcolm Baldrige National Quality Award criteria view benchmarking? 297 Lessons Learned 298 Chapter Questions Process Management 308 What is a process? 310 How are key processes identified? 311 What is the difference between a functionally structured organization and a process-focused organization? 312 Why do functionally structured organizations have more difficulty focusing on key processes? 313 What benefits does a process orientation provide? 316 How do well-managed processes create value and generate customer satisfaction? 316 How are processes improved? 320 Why is it important to determine the objective of the process as it relates to the customer? 320 Why is it important to identify the boundaries of the process? 322 Why is it important to involve individuals from key activities in the process improvement effort? 323, What is meant by process ownership? 323 Why is it necessary to create a process map by identifying all of the activities in the process? 323 Why should an effort be made to separate the non-value-added activities from the value-added activities? 330 Why should non-value-added activities be eliminated? 332 What is variation, and why should it be eliminated? 335 Why is it critical to determine whether the remaining value-added activities are truly the "best practice"? 336 Why should the process be redesigned using the knowledge gained during the improvement effort? 336 How do the Malcolm Baldrige National Quality Award criteria support process management? 337 Lessons Learned 340 Chapter Questions Lean Tools and Techniques 352 What is lean thinking? 354 What is value stream process mapping? 356 What is kaizen? 358 What are the five Ss? 360 What is kanban (pull inventory management)? 364

6 .xii. CONTENTS What is error proofing (poka-yoke)? 365 What is productive maintenance? 367 What is setup time reduction (single minute exchange of dies [SMED])? 370 What are reduced batch sizes (single piece flow)? 371 What is line balancing? 372 What is schedule leveling? 374 What is standardized work? 374 What is visual management? 378 Lessons Learned 378 Chapter Questions Problem-Solving Tools and Techniques 382 How does an effective organization make value-driven improvements? 384 What are typical steps in a problem-solving process? 388 What happens during the "Plan" phase? 388 What happens during the "Do" phase? 437 What happens during the "Study" phase? 439 What happens during the "Act" phase? 440 Lessons Learned 444 Chapter Questions Project Management 454 Why do organizations engage in project management? 456 What are the characteristics of a project? 456 How are projects selected? 456 What is a project proposal? 458 What are the components of an effective project proposal? 460 What are the characteristics of clear project goals and objectives? 460 What are the components of an effective project plan? 463 How are projects scheduled? 465 How are resources budgeted? 476 What are contingency plans and change control systems? 476 What is project control? 476 What must a project manager do in order to be effective? 478 Lessons Learned 479 Chapter Questions Business Results 484 Why are business results key to effective organizations? 486 How does auditing allow an effective organization to see its progress? 490 What types of audits exist? 491

7 ORGANIZATIONAL EFFECTIVENESS xni How is an audit designed? 491 What do effective organizations audit? 493 What happens when the audit is over? 496 How do the Malcolm Baldrige National Quality Award criteria encourage a focus on business results? 497 Lessons Learned 498 Chapter Questions 500 Appendix 1 Appendix 2 Appendix 3 Appendix 4 Appendix 5 Glossary Z Tables X and R Chart Factors Malcolm Baldrige National Quality Award Organizational Effectiveness Evaluation Websites for Quality Attribute Charts Answers to Selected Problems Bibliography Index

Total Quality Management

Total Quality Management Total Quality Management James R. Evans Total Quality Management Contents About This Course How to Take This Course ix xi 1 Quality in Manufacturing and Service 1 A Brief History Modern Developments

More information

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0

LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 MODULE 1 LEAN CERTIFICATION BODY OF KNOWLEDGE RUBRIC VERSION 3.0 1. Cultural Enablers 15% 20% 25% 1.1. Principles of Cultural Enablers 3% 4% 5% 1.1.1. Respect for the individual 1.1.2. Humility 1.2. Processes

More information

Lean Gold Certification Blueprint

Lean Gold Certification Blueprint The Lean Certification Blueprint provides additional useful information beyond the Body of Knowledge. The Body of Knowledge specifies the competencies, topics, and subtopics required by different types

More information

Lean Silver Certification Essential Body of Work

Lean Silver Certification Essential Body of Work The Essential Body of Work (EBW) describes the tasks conducted by lean professionals and thus lays the groundwork for understanding and evaluating the Lean Certification requirements. The tasks are listed

More information

1. Quality Right First Time for product and services will ensure fulfillment of external and internal Customers satisfaction. 2. It is a coordinated a

1. Quality Right First Time for product and services will ensure fulfillment of external and internal Customers satisfaction. 2. It is a coordinated a 1. Quality Right First Time for product and services will ensure fulfillment of external and internal Customers satisfaction. 2. It is a coordinated activity to direct and control an organization with

More information

Why Baldrige, what s in it for me/my organization

Why Baldrige, what s in it for me/my organization Why Baldrige, what s in it for me/my organization ASQ Minnesota Monthly Section Meeting November 18, 2014 Pat O Boyle Fire-Form Consutling Agenda Background on Baldrige Basics of the Baldrige criteria

More information

Year of Plan. Preliminary Business Plan

Year of Plan. Preliminary Business Plan Organizations Name Year of Plan Preliminary Business Plan Created by Joe McClain for www.basicmanagement101.com TABLE OF CONTENTS 1. Executive Summary 2. Introduction 3. Major Facts and Assumptions a.

More information

ISO 9001 Auditing Practices Group. Aligning the QMS with the achievement of organizational and business success

ISO 9001 Auditing Practices Group. Aligning the QMS with the achievement of organizational and business success Slide 1 ISO 9001 Auditing Practices Group Guidance on: Effectiveness Aligning the QMS with the achievement of organizational and business success Slide 2 Business, Quality and Excellence Models and Tools

More information

Learning Objectives. 1. Explain how lean systems improve internal and supply chain operations

Learning Objectives. 1. Explain how lean systems improve internal and supply chain operations CHAPTER EIGHT Lean Systems McGraw-Hill/Irwin Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved. Learning Objectives 1. Explain how lean systems improve internal and supply chain operations

More information

Dial-in Number: Access code: # Go to: Use the JOIN A SESSION button Enter the Access Code:

Dial-in Number: Access code: # Go to:   Use the JOIN A SESSION button Enter the Access Code: Dial-in Number: 209 647-1075 Access code: 1013004# Go to: http://www.gatherplace.net Use the JOIN A SESSION button Enter the Access Code: 8285433 This presentation may appear different on your computer

More information

Process Quality Monitoring and Continual Process Improvement

Process Quality Monitoring and Continual Process Improvement Process Quality Monitoring and Continual Process Improvement Table of Contents Designing with Quality in Mind Quality Culture Understanding Customer Needs Quality Metrics for the Manufacturing Sector Quality

More information

Lean Six Sigma Black Belt Week 3

Lean Six Sigma Black Belt Week 3 Lean Six Sigma Black Belt Week 3 Chapter 3-1: Lean Re-Entry and Process Institute of Industrial Engineers 3577 Parkway Place Suite 200 Norcross, GA 30092 Lean Six Sigma Black Belt Week 3 Agenda Day 1 Day

More information

South Central. Course Catalog

South Central. Course Catalog Contents Lean Operations Solutions... 1 Principles of Lean Manufacturing 4 hr... 1 Value-Stream Management & Mapping - 4 hr, 24 hr... 1 5S: Workplace Organization 4 hr, 40 hr... 1 Total Productive Maintenance

More information

Business Improvement Lean Manufacturing Toolkit

Business Improvement Lean Manufacturing Toolkit Business Improvement Lean Manufacturing Toolkit Lean Introduction. Lean is an influential and established set of principles and methods which can be used in any environment and setting. Lean is essentially

More information

A Holistic Framework for Business Excellence

A Holistic Framework for Business Excellence Tutorials, J. Roberts Research Note 9 June 2003 A Holistic Framework for Business Excellence Most enterprises seek continuous improvement in the quality of their products, services and management. A holistic

More information

Lean Flow Enterprise Elements

Lean Flow Enterprise Elements "Lean Flow" describes the performance of organizations that are effective enough to win consistently in the competitive global marketplace. To understand how to get there, it s useful to focus on Lean

More information

Baldrige, It s not just about an Award. Presented by: Jennifer Burmeister & Sylvia Rolfs.

Baldrige, It s not just about an Award. Presented by: Jennifer Burmeister & Sylvia Rolfs. Baldrige, It s not just about an Award Presented by: Jennifer Burmeister & Sylvia Rolfs Do you ever ask yourself any of these items below? How do I Improve HR selection Improve support processes Improve

More information

A conversation about the framework for performance excellence PERFORM LIKE A ROCK STAR!

A conversation about the framework for performance excellence PERFORM LIKE A ROCK STAR! A conversation about the framework for performance excellence PERFORM LIKE A ROCK STAR! Like Olympic athletes, pursing performance excellence in our work implies that we optimize every factor that goes

More information

Process Performance and Quality Chapter 6

Process Performance and Quality Chapter 6 Process Performance and Quality Chapter 6 How Process Performance and Quality fits the Operations Management Philosophy Operations As a Competitive Weapon Operations Strategy Project Management Process

More information

MULTIMEDIA COLLEGE JALAN GURNEY KIRI KUALA LUMPUR

MULTIMEDIA COLLEGE JALAN GURNEY KIRI KUALA LUMPUR STUDENT IDENTIFICATION NO MULTIMEDIA COLLEGE JALAN GURNEY KIRI 54100 KUALA LUMPUR FIFTH SEMESTER FINAL EXAMINATION, 2014/2015 SESSION MGT2063 TOTAL QUALITY MANAGEMENT DMGW-E-F-1/13, DMGQ-E-F-1/13, DMGA-E-F-1/13,

More information

Process Performance and Quality

Process Performance and Quality Process Performance and Quality How Process Performance and Quality fits the Operations Management Philosophy Chapter 6 Operations As a Competitive Weapon Operations Strategy Project Management Process

More information

lean value assessment Creating Higher Profi ts by Reducing Waste

lean value assessment Creating Higher Profi ts by Reducing Waste lean value assessment Creating Higher Profi ts by Reducing Waste Lean Value Stream Assessment Tool A diagnostic tool developed from industry standards to compare ISI clients against World Class metrics

More information

Quality Management Chapter 14

Quality Management Chapter 14 Quality Management Chapter 14 1 Objectives What is Quality? Total Quality Management TQM in Service Cost of Quality Quality Improvements Quality Awards and Certifications 2 What is Quality? The Meaning

More information

CHAPTER 1 INTRODUCTION

CHAPTER 1 INTRODUCTION 1 CHAPTER 1 INTRODUCTION Nowadays, manufacturing firms are in the position to redefine and redesign their manufacturing systems in order to meet the competitive demands raised by market challenges. The

More information

Contents. Part I Business-Integrated Quality Systems. Part II Integrated Planning. Preface... xi

Contents. Part I Business-Integrated Quality Systems. Part II Integrated Planning. Preface... xi Contents Preface... xi Part I Business-Integrated Quality Systems 1 Organizational Structures... 3 General Theory of Organization Structure... 5 The Functional/Hierarchical Structure... 6 Matrix Organizations...

More information

Lean Supply Chain Management Essentials

Lean Supply Chain Management Essentials Lean Supply Chain Management Essentials A Framework for Materials Managers Bill Kerber and Brian J. Dreckshage Ltfi) CRC Press ^^ J Taylor & Francis Croup Boca Raton London New York CRC Press is an imprint

More information

10 Steps to become a Lean Enterprise. Level 2 Lean Practitioner In Manufacturing Training Course. Step 1 - Part 2

10 Steps to become a Lean Enterprise. Level 2 Lean Practitioner In Manufacturing Training Course. Step 1 - Part 2 10 Steps to become a Lean Enterprise Level 2 Lean Practitioner In Manufacturing Training Course Step 1 - Part 2 Table of Contents Welcome to Lean Certification Online... 3 Course Objectives... 4 Elements

More information

ORGANIZATIONAL ASSESSMENT AND IMPROVEMENT IN THE PUBLIC SECTOR

ORGANIZATIONAL ASSESSMENT AND IMPROVEMENT IN THE PUBLIC SECTOR American Society for Public Administration Series in Public Administration and Public Policy ORGANIZATIONAL ASSESSMENT AND IMPROVEMENT IN THE PUBLIC SECTOR KATHLEEN M. IMMORDINO Uag?\ CRC Press \ V^ J

More information

City of Fort Lauderdale Quality Manual

City of Fort Lauderdale Quality Manual City of Fort Lauderdale Quality Manual Quality Management System- FL 2 STAT Certified ISO 9001:2008 March 24, 2016 Certificate #53058 Page 1 of 9 CONTENTS A. The City of Fort Lauderdale... 3 B. ISO 9001:2015

More information

Brad Staats NE Indiana Lean Network. Dec 8, 2016

Brad Staats NE Indiana Lean Network. Dec 8, 2016 Brad Staats Dec 8, 2016 Lean Culture Traditional Way Of Thinking Cost + Profit = Selling Price Lean Culture Lean Way Of Thinking Price Cost = Profit Lean Culture The Only Way To Increase Profit Is To Decrease

More information

From KAIZEN to LEAN to GREEN. Kaizen Institute Masaaki Imai

From KAIZEN to LEAN to GREEN. Kaizen Institute Masaaki Imai From KAIZEN to LEAN to GREEN 2016 Kaizen Institute Masaaki Imai Kaleidoscope of Terms Toyota Production System Baldrige Six Sigma Gemba 5S Kanban Supermarket EFQM Efficiency KAIZEN (Original Definition)

More information

Using the Sterling/Baldrige Management System to Build an Integrated and Sustainable Organization

Using the Sterling/Baldrige Management System to Build an Integrated and Sustainable Organization St. Petersburg Tampa ASQ Chapter January 12, 2009 Using the Sterling/Baldrige Management System to Build an Integrated and Sustainable Organization Robert Madeiros Supplier Quality Engineering Manager,

More information

Expanding Lean into the Vertical. Laurie El-Naggar North America Customer Service Operations Capability Leader Procter & Gamble

Expanding Lean into the Vertical. Laurie El-Naggar North America Customer Service Operations Capability Leader Procter & Gamble Expanding Lean into the Vertical Laurie El-Naggar North America Customer Service Operations Capability Leader Procter & Gamble Procter & Gamble P&G Customer Service Operations Part of Supply Network Operations

More information

Projektledning och Projektmetodik, VBEF01. Kristian Widén Tekn. Doktor Avd. För Byggproduktion Inst. För Byggvetenskaper Lunds Universitet

Projektledning och Projektmetodik, VBEF01. Kristian Widén Tekn. Doktor Avd. För Byggproduktion Inst. För Byggvetenskaper Lunds Universitet Projektledning och Projektmetodik, VBEF01 Kristian Widén Tekn. Doktor Avd. För Byggproduktion Inst. För Byggvetenskaper Lunds Universitet 1 Project Quality Management 2 What Is Project Quality Management?

More information

Session III. LEAN Enterprise and Six Sigma

Session III. LEAN Enterprise and Six Sigma Session III LEAN Enterprise and Six Sigma LEAN Enterprise Is a methodology that relies on a collaborative team effort to improve performance by systematically removing waste; combining Lean Manufacturing,

More information

Leading High Reliability Organizations in Healthcare. Richard Morrow, MBA, MBB Author/Founder RPM Exec (847)

Leading High Reliability Organizations in Healthcare. Richard Morrow, MBA, MBB Author/Founder RPM Exec (847) Leading High Reliability Organizations in Healthcare Richard Morrow, MBA, MBB Author/Founder RPM Exec (847) 989-3333 rpm@rpmexec.com www.rpmexec.com 1 Baseline Performance Healthcare Compared 2 Organizations

More information

THE CERTIFIED SUPPLIER

THE CERTIFIED SUPPLIER THE CERTIFIED SUPPLIER QUALITY PROFESSIONAL HANDBOOK Mark Allen Durivage, editor ASQ Quality Press Milwaukee, Wisconsin Table of Contents List offigures and Tables Preface Acknowledgments xi xv xvii Part

More information

PMPA Tech Conference Do we have the Tools and Knowledge to weather the Storm?

PMPA Tech Conference Do we have the Tools and Knowledge to weather the Storm? PMPA Tech Conference 2014 Do we have the Tools and Knowledge to weather the Storm? Quality Initiatives Malcolm Baldrige National Quality Award ISO Standards (ISO 9001, ISO 14001, AS 9100, ETC ) Six Sigma

More information

Using the Shingo Model for Operational and Quality Excellence

Using the Shingo Model for Operational and Quality Excellence Using the Shingo Model for Operational and Quality Excellence Presented by: Vern Goodwalt of the The 3 Point Group A well though out approach effectively deployed favors positive results. Email: the3pointgroup@aol.com

More information

Operations Management

Operations Management 9-1 Management of Quality Operations Management William J. Stevenson 8 th edition 9-2 Management of Quality CHAPTER 9 Management of Quality McGraw-Hill/Irwin Operations Management, Eighth Edition, by William

More information

Quality Management. The Handbook for. A Complete Guide to Operational Excellence. Thomas Pyzdek. Paul Keller. Mc Graw Hill. Second Edition.

Quality Management. The Handbook for. A Complete Guide to Operational Excellence. Thomas Pyzdek. Paul Keller. Mc Graw Hill. Second Edition. The Handbook for Quality Management A Complete Guide to Operational Excellence Thomas Pyzdek Paul Keller Second Edition Mc Graw Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan

More information

Welcome! ITSM Academy

Welcome! ITSM Academy Welcome! 1 About ITSM Academy Accredited Education Certified Process Design Engineer (CPDE) ITIL Foundation ITIL Capability (OSA PPO RCV SOA) ITIL Lifecycle (SS SD ST SO CSI) ITIL Managing Across the Lifecycle

More information

END-TO-END LEAN MANAGEMENT. A Guide to Complete Supply Chain Improvement. by Robert J. Trent, Ph.D. J.ROSS PUBLISHING

END-TO-END LEAN MANAGEMENT. A Guide to Complete Supply Chain Improvement. by Robert J. Trent, Ph.D. J.ROSS PUBLISHING END-TO-END LEAN MANAGEMENT A Guide to Complete Supply Chain Improvement by Robert J. Trent, Ph.D. J.ROSS PUBLISHING CONTENTS Preface About the Author Web Added Value xiii xix xxi PART I: UNDERSTANDING

More information

Programs offered by JVR Consultants, Chennai

Programs offered by JVR Consultants, Chennai Program Type Technical Programs # Programs offered by JVR Consultants, Chennai Title Business Process R & D Production Quality Purchase Sales Exports Tool Room Accounts HR & Admin 1 Word Class Manufacturing

More information

Cultural & Strategic Alignment

Cultural & Strategic Alignment 1 Cultural & Strategic Alignment Steven Boyd Director of Continuous Improvement Tokheim Global Adam Buckley Leadership & Enterprise Excellence Coach Excellence Through Design 2 3 4 5 2017 Continuous Improvement

More information

WHY QUALITY IS IMPORTANT? PRODUCT AND QUALITY COSTS OF POOR QUALITY COST OF ACHIEVING GOOD QUALITY. Prevention costs.

WHY QUALITY IS IMPORTANT? PRODUCT AND QUALITY COSTS OF POOR QUALITY COST OF ACHIEVING GOOD QUALITY. Prevention costs. WHY QUALITY IS IMPORTANT? Lecture 7: Quality management systems PRODUCT AND QUALITY Quality has direct impact on economic results in both ways Costs Incomes Quality assurance Poor quality costs Higher

More information

Lean Checklist Self-Assessment

Lean Checklist Self-Assessment Lean Checklist Self-Assessment Marino Associates, LLC 110 Greenwoods Lane East Windsor, CT 06088 Tel: 860 623-2521 Fax: 860 623-0819 E-mail: Danam333@aol.com www.dmarinoassociates.com Copyright Marino

More information

SHORT ANSWER QUESTIONS (KEY) UNIT- I

SHORT ANSWER QUESTIONS (KEY) UNIT- I SHORT ANSWER QUESTIONS (KEY) UNIT- I 1. Define quality. Quality is the totality of characteristics of an entity that bear on its ability to satisfy stated and implied needs. 2. What do you mean by quality

More information

CERTIFIED SUPPLIER QUALITY PROFESSIONAL

CERTIFIED SUPPLIER QUALITY PROFESSIONAL CSQP CERTIFIED SUPPLIER QUALITY PROFESSIONAL Quality excellence to enhance your career and boost your organization s bottom line asq.org/cert Certification from ASQ is considered a mark of quality excellence

More information

Three Paradigms--Six Characteristics

Three Paradigms--Six Characteristics Three Paradigms--Six Characteristics Inductive Qualitative Research Baldrige-based Self-Assessment Traditional Quality Audit Understand & Develop Theory Understand & Improve Detect & Correct Holistic Holistic

More information

IT 470a Six Sigma Chapter X

IT 470a Six Sigma Chapter X Chapter X Lean Enterprise IT 470a Six Sigma Chapter X Definitions Raw Materials component items purchased and received from suppliers WIP work in process, items that are in production on the factory floor

More information

Performance Measurement Tools

Performance Measurement Tools Performance Measurement Tools Quality Management Systems Ph. 573-445-6363 ext.2009 qms@midwayusa.com 4.1a Establish Company Goals and Key Requirements Customer Satisfaction Key Requirements Company Goal:

More information

INFORMATION TECHNOLOGY PROJECT MANAGEMENT. Fourth Edition. International Student Version. Jack T. Marchewka WILEY. John Wiley & Sons, Inc.

INFORMATION TECHNOLOGY PROJECT MANAGEMENT. Fourth Edition. International Student Version. Jack T. Marchewka WILEY. John Wiley & Sons, Inc. INFORMATION TECHNOLOGY PROJECT MANAGEMENT Fourth Edition International Student Version Jack T. Marchewka WILEY John Wiley & Sons, Inc. PREFACE xvii ABOUT THE AUTHOR xxiii CHAPTER 1 An Overview of IT Project

More information

Ensuring BD Success With Metrics-Based Management

Ensuring BD Success With Metrics-Based Management Ensuring BD Success With Metrics-Based Management Presented by Vicki Griesinger, Director of Operations 16th Annual APMP Conference and Exhibits June 9, 2005 Capability Maturity Model and CMM are registered

More information

Platinum (Organization Award) Based on the Malcolm Baldrige National Quality Award

Platinum (Organization Award) Based on the Malcolm Baldrige National Quality Award Platinum (Organization Award) Based on the Malcolm Baldrige National Quality Award PURPOSE: The Mid-South Quality and Productivity Center presents a Regional Quality Cup Award which is aligned with the

More information

Lean Basics Overview. EMC 2011 Training. NCDENR April Copyright 2010 EMC Corporation. All rights reserved.

Lean Basics Overview. EMC 2011 Training. NCDENR April Copyright 2010 EMC Corporation. All rights reserved. Lean Basics Overview EMC 2011 Training NCDENR April 2011 1 Topics Lean Six Sigma defined Why Lean Six Sigma? What s a process? Interrogating the process by identifying Value & Waste Brief overview of some

More information

Supplier Partnership. BPF 2123 Quality Management System

Supplier Partnership. BPF 2123 Quality Management System Supplier Partnership BPF 2123 Quality Management System 1 Chapter Outline Introduction Principles of Supplier Partnership Sourcing Supplier Selection Supplier Certification Supplier Rating Relationship

More information

Lean Manufacturing 1

Lean Manufacturing 1 Lean Manufacturing 1 Definitions Value - A capability provided to a customer at the right time at an appropriate price, as defined in each case by the customer. Features of the product or service, availability,

More information

SpeasTech Smart Products

SpeasTech Smart Products SpeasTech Smart Products Pick-to-Light Solutions that: Increase Productivity Improve Quality Interface w/existing Systems Reduce Training Time Save Countless Dollars www.speastech.com (888) 377-6766 Managing

More information

ISO 9001:2015 The Sticky Clauses

ISO 9001:2015 The Sticky Clauses ISO 9001:2015 The Sticky Clauses How to get unstuck without becoming unglued By Charlie Cianfrani cianfranic@aol.com All rights reserved About Your Presenter: Charlie Cianfrani Professional Experience

More information

Operational/Cultural Excellence Lead

Operational/Cultural Excellence Lead Job description Job title Directorate Operational/Cultural Excellence Lead Quality Career Level 1 Responsible to Base/location Director of Quality Porton Hours/sessions per week 37.5 Job type Permanent

More information

BBA Sixth Semester Total Quality Management. -BIJAY LAL PRADHAN M Sc Statistics, FDPM(IIMA) PhD Scholar (TQM)

BBA Sixth Semester Total Quality Management. -BIJAY LAL PRADHAN M Sc Statistics, FDPM(IIMA) PhD Scholar (TQM) BBA Sixth Semester Total Quality Management -BIJAY LAL PRADHAN M Sc Statistics, FDPM(IIMA) PhD Scholar (TQM) Total Quality Management Course Title : Total Quality Management Code No. : MGT 163 Area of

More information

Practice area: Talent Acquisition Strategy, Staffing & Recruiting

Practice area: Talent Acquisition Strategy, Staffing & Recruiting Staffing & Recruiting Services Overview Unique and Hybrid Solutions for Any Organization Types of Staffing Services We Offer Recruitment Process Outsourcing (RPO) Discrete Sourcing, C-Level and Executive

More information

Quality Systems Frameworks. RIT Software Engineering

Quality Systems Frameworks. RIT Software Engineering Quality Systems Frameworks Some Major Quality Frameworks ISO 9000 family of standards A general international standard for organizational quality systems Oriented towards assessment and certification Malcolm-Baldrige

More information

Temple Certificate in Quality Management

Temple Certificate in Quality Management Implementation Training Consultancy Auditing Marston House 5 Elmdon Lane Marston Green Birmingham B37 7DL Tel: 0121 779 3337Email: enquiries@templeqms.com Web: www.templeqms.com DRIVING STANDARDS OF EXCELLENCE

More information

Continuous Improvement Toolkit. Project Charter. Continuous Improvement Toolkit.

Continuous Improvement Toolkit. Project Charter. Continuous Improvement Toolkit. Continuous Improvement Toolkit Project Charter The Continuous Improvement Map Managing Risk FMEA Check Sheets Data Collection PDPC RAID Log* Risk Assessment* Fault Tree Analysis Traffic Light Assessment

More information

MANAGEMENT INFORMATION SYSTEMS COURSES Student Learning Outcomes 1

MANAGEMENT INFORMATION SYSTEMS COURSES Student Learning Outcomes 1 MANAGEMENT INFORMATION SYSTEMS COURSES Student Learning Outcomes 1 MIS 180: Principles of Information Systems 1. Explain the importance of determining information system requirements for all management

More information

KINGS COLLEGE OF ENGINEERING DEPARTMENT OF MANAGEMENT STUDIES QUESTION BANK UNIT 1 INTRODUCTION

KINGS COLLEGE OF ENGINEERING DEPARTMENT OF MANAGEMENT STUDIES QUESTION BANK UNIT 1 INTRODUCTION KINGS COLLEGE OF ENGINEERING DEPARTMENT OF MANAGEMENT STUDIES QUESTION BANK IV/VII Subject Code/Name: MG1401/Total Quality Management Year/Sem : UNIT 1 INTRODUCTION PART A( 2 marks) 1 Define quality. 2

More information

Before and After: A Study of Nomacorc s Lean Journey

Before and After: A Study of Nomacorc s Lean Journey Before and After: A Study of Nomacorc s Lean Journey How Nomacorc leaned into a world class facility Tom Shank Gary Strickland Tom Shank Supply Chain Manager at Nomacorc, LLC in Zebulon, NC Nomacorc is

More information

Lean Enterprise Achieving efficiency in a world demanding effectiveness

Lean Enterprise Achieving efficiency in a world demanding effectiveness Lean Enterprise Achieving efficiency in a world demanding effectiveness by Ron Sutter and Rick Nieves finding new answers in business. 2012 CGN Global Lean Enterprise Achieving efficiency in a world demanding

More information

Reliability. Maintenance. and. Best Practices. Second Edition. Ramesh Gulati, cmrp, cre, p.e. Industrial Press, Inc.

Reliability. Maintenance. and. Best Practices. Second Edition. Ramesh Gulati, cmrp, cre, p.e. Industrial Press, Inc. Maintenance and Reliability Best Practices Second Edition Ramesh Gulati, cmrp, cre, p.e. Foreword by Terrence O'Hanlon, CMRP Industrial Press, Inc. Table of Contents Foreword to the Second Edition Preface

More information

MPI Manufacturers Benchmarking Toolkit Available Benchmarks

MPI Manufacturers Benchmarking Toolkit Available Benchmarks Plant Profile Public or private company Nature of manufacturing operations for primary products at plant Discrete Process Both or hybrid Primary product produced (industry) Years since plant start-up Volume

More information

CHAPTER 2 Analyzing the Business Case (Phase 1: System Planning)

CHAPTER 2 Analyzing the Business Case (Phase 1: System Planning) CHAPTER 2 Analyzing the Business Case (Phase 1: System Planning) Jakrapop Maisen STRATEGIC PLANNING Strategic Planning Overview During strategic Planning, top managers ask a series of questions that called

More information

MGT 527 STRATEGIC MANAGEMENT Spring 2019 Section 03W

MGT 527 STRATEGIC MANAGEMENT Spring 2019 Section 03W MGT 527 STRATEGIC MANAGEMENT Spring 2019 Section 03W Instructor: Dr. Saurabh Srivastava E-mail: saurabh.srivastava@tamuc.edu Office: BA 305 Office hours: by appointment Course Description: The focus of

More information

LEAN MANUFACTUING-CONCEPT, LIMITATION, APPLICATIONS: AN OVERVIEW

LEAN MANUFACTUING-CONCEPT, LIMITATION, APPLICATIONS: AN OVERVIEW LEAN MANUFACTUING-CONCEPT, LIMITATION, APPLICATIONS: AN OVERVIEW Submitted By Ms. PUNAM NIVRUTTI PATIL DPGD/OC13/1243 SPECIALIZATION: OPERATIONS WELINGKAR INSTITUTE OF MANAGEMENT DEVELOPMENT & RESEACH

More information

A FRAMEWORK FOR THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN THE SOUTH AFRICAN AIR FORCE JACOBUS JOHANNES OSCHMAN

A FRAMEWORK FOR THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN THE SOUTH AFRICAN AIR FORCE JACOBUS JOHANNES OSCHMAN A FRAMEWORK FOR THE IMPLEMENTATION OF TOTAL QUALITY MANAGEMENT IN THE SOUTH AFRICAN AIR FORCE by JACOBUS JOHANNES OSCHMAN submitted in accordance with the requirements for the degree of DOCTOR OF ADMINISTRATION

More information

Glossary of Lean Terminology

Glossary of Lean Terminology Glossary of Terminology Term Definition Use 5S: Used for Improving organization of the workplace: Sort > Set in order > Shine > Stardize > Sustain Create an organized work area A3 Thinking: Affinity Diagram:

More information

Managing the Lean Transformation

Managing the Lean Transformation Managing the Lean Transformation 22-23 February & 18-19 April 2016 Description: This four-day course will introduce operations managers to the system of philosophies and methods that are necessary for

More information

IM111 INDUSTRIAL RELATIONS

IM111 INDUSTRIAL RELATIONS IM111 INDUSTRIAL RELATIONS Managing Quality Quality and Strategy An operations manager s objective is to build a total quality management system that identifies and satisfies customer needs 2 Quality and

More information

Using Performance Excellence Models - Part 1:

Using Performance Excellence Models - Part 1: Using Performance Excellence Models - Part 1: Defining and Managing the Value Chain Jim Hill Minnesota ASQ Professional Development Summit Feb 27, 2013 1 Topics Problem: Wide interpretation of Work System

More information

It s Not Easy Being Lean. C G Clark Consulting Group

It s Not Easy Being Lean. C G Clark Consulting Group It s Not Easy Being Lean 1 It s Not Easy Being Lean or Lean - - it s not just for manufacturing anymore or Do I have to be Mean to be Lean? Abq INCOSE July 7, 2010 Sheri Clark Clark Consulting Group 2

More information

Enterprise Value Stream Mapping (EVSM) Workshop

Enterprise Value Stream Mapping (EVSM) Workshop Enterprise Value Stream Mapping (EVSM) Workshop Enterprise Value Stream Mapping at MIT January 16, 2002 Presented By: Dr. Deborah Nightingale Massachusetts Institute of Technology Lean Aerospace Initiative

More information

Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge (BOK) 2014

Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge (BOK) 2014 Certified Manager of Quality/Organizational Excellence (CMQ/OE) Body of Knowledge (BOK) 2014 The topics in this new BOK include descriptive details (subtext) that will be used by the Exam Development Committee

More information

WE HELP PEOPLE BE THEIR BEST IN THE MOMENTS THAT MATTER BROCHURE INTEGRATED MANAGEMENT SYSTEM

WE HELP PEOPLE BE THEIR BEST IN THE MOMENTS THAT MATTER BROCHURE INTEGRATED MANAGEMENT SYSTEM WE HELP PEOPLE BE THEIR BEST IN THE MOMENTS THAT MATTER Motorola Solutions creates innovative, mission-critical communication solutions and services that help public safety and commercial customers build

More information

James P omack Womack Chairman L, ean Lean Enterprise Institute

James P omack Womack Chairman L, ean Lean Enterprise Institute Lean Tools to Lean Management James P. Womack Chairman, Lean Enterprise Institute 1 2 ASh Short thistory of flean Elements of Any Value Creating Enterprise 1. Product and process development, from concept

More information

Ernst & Young Lean Management

Ernst & Young Lean Management Ernst & Young Lean Management LEAN excellence in operations Lean is a methodology currently used by most leading multinationals, which allows companies to gain competitive advantage, provides the organization

More information

Chapter 11. In-Time and Lean Production

Chapter 11. In-Time and Lean Production Chapter 11 Just-In In-Time and Lean Production What is JIT? Producing only what is needed, when it is needed A philosophy An integrated management system JIT s mandate: Eliminate all waste Basic Elements

More information

Qualification Specification. HABC Level 2 Certificate in Business Improvement Techniques (QCF) Qualification Number: 601/3198/6

Qualification Specification. HABC Level 2 Certificate in Business Improvement Techniques (QCF) Qualification Number: 601/3198/6 wwwhighfieldabccom Qualification Specification HABC Level 2 Certificate in Business Improvement Techniques (QCF) Qualification Number: 601/3198/6 Highfield House Heavens Walk Lakeside Doncaster South Yorkshire

More information

Enabling Lean Manufacturing through ERP

Enabling Lean Manufacturing through ERP Enabling Lean Manufacturing through ERP T.G.Dhandapani Group CIO Sundaram-Clayton Limited 1 Agenda Introduction Digitizing Lean in ERP Ecosystem Problem and baseline metrics Digitized Pull system Digitized

More information

International Lean Manufacturing Lessons National Localization Indaba Balázs Németh, Phd. Kvalikon Consulting

International Lean Manufacturing Lessons National Localization Indaba Balázs Németh, Phd. Kvalikon Consulting International Lean Manufacturing Lessons National Localization Indaba Balázs Németh, Phd. Kvalikon Consulting DAC Annual Grand Meeting 5 June 2014 Competition 2 Competing for Resources (Capital, Raw Material,

More information

ISO/TC 176/SC 2 Document N1224, July 2014

ISO/TC 176/SC 2 Document N1224, July 2014 ISO/TC 176/SC 2 Document N1224, July 2014 Correlation matrices between ISO 9001:2008 and ISO/DIS 9001 This document gives correlation matrices from ISO 9001:2008 to the current Draft International Standard

More information

SEA Definitions. 5/14/13 SEA 2013 All Rights Reserved Definitions V22

SEA Definitions. 5/14/13 SEA 2013 All Rights Reserved Definitions V22 SEA Definitions 1. Value Stream All the processes required to produce a product or service of value to a customer. The term value stream applies to product families or individual products or services.

More information

The Vision Creation Process

The Vision Creation Process The Vision Creation Process As easy as it may sound, the vision statement creation process is specific, detailed, and vital to your organization. It must be done with the utmost care and attention even

More information

Historical Phases of Production

Historical Phases of Production Lean 101 Overview Lean Background Taiichi Ohno and Shigeo Shingo developed Lean Manufacturing at Toyota over a period of 20-30 years. Their intention was not to develop some sort of unified field theory

More information

LEARNING TO SEE an introduction to lean thinking

LEARNING TO SEE an introduction to lean thinking LEARNING TO SEE an introduction to lean thinking 2 Why Lean? Customer satisfaction Market share Costs 3 Where did Lean come from? Henry Ford First flow production line 1960s The term Lean originated International

More information

WICSEC Conference. Improving Performance through Business Process Improvement. September 7th - September 11th, Presentation to WICSEC

WICSEC Conference. Improving Performance through Business Process Improvement. September 7th - September 11th, Presentation to WICSEC WICSEC Conference September 7th - September 11th, 2008 Improving Performance through Business Process Improvement Presentation to WICSEC T. Vernon Drew President Center for the Support of Families Mike

More information

Improving Scrum with. Lean Thinking Nuno Rafael SGMUN 2016

Improving Scrum with. Lean Thinking Nuno Rafael SGMUN 2016 Improving Scrum with Lean Thinking Nuno Rafael Gomes @ SGMUN 2016 https://twitter.com/nrgomes https://www.linkedin.com/in/nrgomes A Product Owner in contact with Industry since 2003 1 Once upon a time

More information

SALES PROSPECTING KIT

SALES PROSPECTING KIT Distributed by: SALES PROSPECTING KIT LEAN MANUFACTURING LAST UPDATED 4/2009 What is Lean Manufacturing? Lean manufacturing is an improvement methodology designed to eliminate waste and improve operational

More information

INSTRUMENT DEVELOPMENT, RELIABILITY AND VALIDITY TESTS

INSTRUMENT DEVELOPMENT, RELIABILITY AND VALIDITY TESTS 41 CHAPTER 4 INSTRUMENT DEVELOPMENT, RELIABILITY AND VALIDITY TESTS 4.1 INSTRUMENT DEVELOPMENT The research instrument used in the study consists of nine constructs. Each construct consists of set of items

More information

EFQM Excellence Model and Fundamental Concepts of Excellence. Taras Kalyta Ukrainian Association for Quality

EFQM Excellence Model and Fundamental Concepts of Excellence. Taras Kalyta Ukrainian Association for Quality EFQM Excellence Model and Fundamental Concepts of Excellence Taras Kalyta Ukrainian Association for Quality 1 Thank Lithuania for strong and constant support of Ukraine in different period of our history!

More information