……………………………………………………………………………… 2 Total Quality Management ……………………………………………………………….. 3 Cost of Poor Quality ………………………………………………………………………………. 3 Tools and Techniques ……………………………………………………………………………. 5 Problem Solving ………………………………………………………………………………… 5 ISO Systems & Standards …………………………………………………………………… 6 EFQM ………………………………………………………………………………………………… 6 Benchmarking …………………………………………………………………………………… 8 Conclusion …………………………………………………………………………………………….. 9 Reference List ………………………………………………………………………………………
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[Type the company name] | ICI paints | Operations management | Submitted by: | Sidra Shahid 03‚Dec 2011 | This paper is developed to meet the Operational management course requirement at Lahore School of Economics BBA IV. | Introduction ICI paints is working for two hundred and thirty years as a leading paint manufacturer company worldwide. It has 120‚000 employees in 166 countries that are dispersed in five basic regions namely BRICKA‚ EMIYA‚ and areas that come under Pakistan
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B. Crosby * Function of continuous improvement by reducing variability of desired output – Edward Deming * The totality of characteristics of an entity that bear upon its ability to satisfy the stated & unstated needs of the customer - ISO 8402 * Quality is perceived by customers ‚based on his actual experience of a product (service) measured against need stated/implied ‚ conscious or merely sensed ‚ technically operational or entirely sunbjective and always represents a moving target
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innovative solutions to customers with a responsive attitude‚ reasonable pricing" (The Apollo Group‚ Inc. 2004) can be maintained. Total Quality Management is a strategic level objective for Riordan The Six Sigma‚ leading edge R&D and exceeding ISO 9000 standards are what define the attitude and capability of Riordan Manufacturing. Six Sigma is a "quality improvement program used for identifying and eliminating defects‚ waste and quality control problems in manufacturing". The goal of six sigma
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PresentAssociate Lead AuditorCertification International Philippines‚ Inc.Pasig‚ CityConducts certification audits October 2011 to Present ConsultantMT MOYO-BAHIA CONSULTANCYQuality‚ Environment and Project Management ConsultancyConducts training in ISO 9001 and 14001Provides consultancy in establishing Quality and Environment Management Systems and Project ManagementPrepares Feasibility Studies in Water System ProjectJune 2011 – PresentPart-time InstructorComputer Arts and Technological School
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CASE STUDY Implementing Quality Management in the Textile Industry in Pakistan 304‚ 3rd Floor‚ Eden Centre‚ 43 Jail Road Lahore – Pakistan Ph: (+92 42) 7563645-7562260 Fax: 7552656 E-mail: piqc@brain.net.pk; Web Site: http:///www.piqc.com.pk PAKISTAN INSTITUTE OF QUALITY CONTORL © Pakistan Institute of Quality Control – (ICQI’1998) 1 Implementing Quality Management in the Textile Industry in Pakistan by Asif Hussain Group General Manager Quality Assurance & H.R. Development
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Case Study: Electrimex Electrimex was established by Gerald Ortiz in Tijuana in January 1988. Tijuana is a City in Mexico just over the United States border. This makes the location perfect for the plant to supply less expensive Mexican labor workers to make the household electrical products that are shipped back over the border for sale at stores such as Wal-mart and Home Depot. Electrimex is a “wholly owned subsidiary of a U.S. manufacturer” (Jenner 18). Gerald Ortiz currently serves as
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Bridgestone/Firestone‚ Inc. (“B/F”) is an international manufacturer of products with manufacturing locations in 38 different locations throughout North and South America. Currently‚ all of B/F’s manufacturing sites are ISO 9000 certified[2] and several of their manufacturing locations are also ISO 14000 certified[3]. Approximately 75% of their annual revenues comes from developing‚ manufacturing and marketing a broad array of vehicle tires. The remaining 25% comes from the sale of other products‚ including
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suppliers. Partly‚ Agile was also responsible for such failure as it was agile’s decision to source PCB from ECPL who has very different standards as compared to what required for automation industry. Although all the stakeholders appears to flag ISO 9000 certification but evidently this cannot ask for complacency in quality checks especially when reports from external engineers have proved lapses in quality and processes in various areas. Automek seems to be majorly responsible for not able to
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‘Certified Welding Inspector’ of American Welding society. • He is API 510 Certified Pressure Vessel inspector‚ API 653 above ground storage tank inspector API 570 Piping inspector and API 571 and API 580 Inspector. • He is a qualified Lead Assessor (ISO 9000) by P. E. Batala‚ UK and provisional Assessor from CQA London. He is a member of • British Institute of NDT (BINDT)‚ • American Welding Society (AWS)‚ • American Society for Non-Destructive Testing (ASNT)‚ • American Society Metals (AWS)
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