Edward Deming Quality is “uniformity and dependability” Focus on SPC and statistical tools “14 Points” for management PDCA method‚ plan‚ do‚ check‚ act Joseph Juran Quality is “fitness for use” Pareto Principle Cost of Quality General management approach as well as statistics Kaizen: Japanese term for continuous improvement. A step-by-step improvement of business processes. DMAIC‚ define‚ measure‚ analysis‚ improve‚ control Shingo’s argument: SQC methods do not prevent defects Defects
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A Case Study on the Strategic Initiatives for Reducing Costs and Remaining Competitive Real-Time Quality Management in the Automotive Industry: Copyright © 2008 InfinityQS International Table of Contents I. Continuous Improvement in the Automotive Industry . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 II. Statistical Process Control: A Scientific Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 III. A Case Study in SPC for Continuous Improvement:
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must be done at every stage‚ or part‚ of the full process. Quality commitment is essential for businesses to thrive; forcing the adoption of quality standards by many organizations such as ISO 9000‚ Six Sigma‚ TQM (Total Quality Management)‚ Lean‚ and PDCA (Plan-Do-Check-Act) cycle. All these methods‚ while all very different‚ emphasize on employee involvement and teamwork; measuring and systematizing processes; and reducing variation‚ defects and cycle times. References: American Society for Quality
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A1. Sentinel Event: Nightingale Community Hospital‚ a not-for-profit hospital‚ prides itself as a leader in high quality health services and envisions itself as the hospital of choice for patients‚ employees‚ physicians‚ volunteers‚ and the community. In order to achieve its mission of creating a healing environment with a passionate commitment to healthcare excellence‚ Nightingale Community Hospital takes the safety and well-being of all its patients seriously. The hospital board and senior management
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Nikon CSR Nikon’s CSR Policy In order to be an enterprise trusted by all‚ the Nikon Group has formulated “Our Aspirations” and “Our Commitments” to articulate the corporate philosophy‚ and also the Nikon Corporate Social Responsibility (CSR) Charter and Nikon Code of Conduct. We are thus striving to put CSR into practice. Nikon High-Level Policy Our Philosophy Trustworthiness & Creativity Our unending dedication to unchanging principles Vision Our Aspirations Meeting needs. Exceeding
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and explains ways of initiating it. Chapter 8 looks at the aspect of service and quality in general. How can quality be managed through 5W’s and 1H questions and through these how quality assurance can be maintained. Chapter 9 deals with the PDCA Cycle and its implementations at Fun Galore. Chapter 10 deals with the 5s approach that improves the quality of the services provided. Chapter 11 lays out guidelines that have been formulated for the recommendations. Finally in Chapter 12
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RESOURCE MANAGEMENT 1. Wellbeing Physical | | Social | | Emotional | | Spiritual | | cultural | | 2. Needs and wants Needs: satisfaction of physical‚ emotional‚ social‚ spiritual and cultural enhances a person’s wellbeing. Things necessary in life according to Maslow’s hierarchy. Wants: things we desire (phone‚ car‚ games) 3. Resources Economic resources | Financial resources used to achieve economic gain or goals. (income from wages. etc.) | Non-economic resources
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a. Up to seven representatives from different departments can serve on the multidisciplinary project team. Prepare a list of types of individuals you would want to serve on this project team. State reasons for each of your choices. 1. Health Information Manager (HIM) The HIM will ensure that all patient’s health related information and records are complete‚ accurate and protected. 2. Office Manager The office manager is responsible for hiring and training of staff as well as supervise receptionists
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that will enable ones simultaneously. Looking at all of the things that are going on in the organization and making sure the appropriate tools are used to enable leadership. This is also a part of The System or Profound Knowledge. Deming used PDCA Cycle (Plan‚ do‚ check‚ and act). There was also 14 points Deming used 14 points in order to break down barriers between departments in companies and organizations. This will lead to a reduction of wasted information and materials along with errors
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Unit Outcomes Outcome Evidence for the criteria Feedback Assessor’s decision Internal Verification First attempt Re-work Be able to monitor appropriate systems to improve organisational performance LO3 Design systems to manage and monitor quality standards specified by the organisation 3.1 Demonstrate a quality culture to ensure continuous monitoring‚ evaluation and development of the process 3.2 Recommend improvements which align with the organisation’s objectives and goals
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