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Akash Marathakam. Popular in Science. Daniel Julian. Shelly Yadav. Syed Idrushahab. Esra Belhaj. What are the various quality statements? Give the basic steps to strategic quality planning? What is a quality policy?
PART — B 1. What is quality cost? Explain the techniques used for Quality cost? Explain the principles of TQM? Explain Deming Philosophy? Explain the barriers to TQM implementation?
Explain the concepts of Leadership? It is seen as a key performance indicator within business and is part of the four of a Balanced Scorecard. In a competitive marketplace where businesses compete for customers, customer satisfaction is seen as a key differentiator and increasingly has become a key element of business strategy. Comment Card 2. Trash removal 5 4 3 2 1 2. Personal hygiene 5 4 3 2 1 3. Thoughtfulness 5 4 3 2 1 5. Listening skills 5 4 3 2 1 6. Faithfulness 5 4 3 2 1 7. Respect for Mother — in - law 5 4 3 2 1 8.
Overall,how satisfied are you with your Marriage? Focus Groups These groups are very effective for gathering information on customer expectations and requirements. Toll — Free Telephone Numbers 5. Customer Visits 6. Report Card 7. The Internet and Computers 8.
It can be provided before, during, or after the sale of the product or exist on its own. Identify each market segment. Write down the requirements. Communicate the requirements. Organize processes. Organize physical spaces. Deliver what is promised. Make the customer feel valued. Respond to all complaints. Over — respond to the customer. Provide a clean and comfortable customer reception area. Optimize the trade — off between time and personal attention.
Minimize the number of contact points. Provide pleasant, knowledgeable and enthusiastic employees. Write document in customer friendly language. Hire people who like people. Challenge them to develop better methods. Give them the authority to solve problems. Serve them as internal customers.
Be sure they are adequately trained. Recognize and reward performance. Lead by example. Listen to the front-line people. Strive for continuous process improvement. It is more powerful and effective than customer satisfaction. The following steps are important for customer retention. Top management commitment to the customer satisfaction. Identify and understand the customers what they like and dislike about the organization. Develop standards of quality service and performance. Recruit, train and reward good staff.
Always stay in touch with customer. Work towards continuous improvement of customer service and customer retention. Reward service accomplishments by the front-line staff.
Customer Retention moves customer satisfaction to the next level by determining what is truly important to the customers. Customer satisfaction is the connection between customer satisfaction and bottom line. Concepts to achieve a motivated work force are as follows: 1. Know thyself. Know your employees. Establish a positive attitude. Share the goals. Monitor progress. Develop interesting work. Job rotation Job enlargement Job enrichment 7.
Communicate effectively 8. Celebrate success. Tell: the supervisor makes the decision and announces it to staff. The supervisor provides complete direction. Sell: the supervisor makes the decision and then attempts to gain commitment from staff by "selling" the positive aspects of the decision. Consult: the supervisor invites input into a decision while retaining authority to make the final decision herself.
Join: the supervisor invites employees to make the decision with the supervisor. The supervisor considers her voice equal in the decision process. To round out the model, I add the following. Delegate: the supervisor turns the decision over to another party.
The path has mini goals that go in many directions. When you learn to succeed at mini goals, you will be motivated to challenge grand goals. A half finished project is of no use to anyone.
Quitting is a habit. Develop the habit of finishing self-motivated projects. Mutual support is motivating. We will develop the attitudes of our five best friends. If they are losers, we will be a loser. If they are winners, we will be a winner. To be a cowboy we must associate with cowboys.
Dependency on others for knowledge supports the habit of procrastination. Man has the ability to learn without instructors. Natural talent creates motivation, motivation creates persistence and persistence gets the job done. The more we know about a subject, the more we want to learn about it. A self-propelled upward spiral develops. Failure and bouncing back are elements of motivation. Failure is alearning tool. No one has ever succeeded at anything worthwhile without a string of failures. The two steps to empowerment are 1.
To arm people to be successful through coaching, guidance and training. Letting people do by themselves. The principles of empowering people are given below.
Tell people what their responsibilities are. Give authority. Set standards for excellence. Render training. Provide knowledge and information. Trust them. Allow them to commit mistakes. Treat them with dignity and respect. Three dimensions of empowerment are Capability Alignment and Trust Employee involvement is optimized by the use of teams. Teamwork is the cumulative actions of the team during which each member of the team subordinates his individual interests and opinions to fulfill the objectives or goals of the group.
Many heads are more knowledgeable than one. The whole is greater than the sum of its members. Team members develop a rapport which each other.
Teams provide the vehicle for improved communication. Process improvement team. Cross — functional team. Natural work teams. Sponsor 2. Team Charter 3. Team Composition 4. Training 5. Ground Rules 6. Clear Objectives 7. Accountability 8. Well-Defined decision procedure 9. Resources Trust Effective Problem Solving Open Communication Appropriate Leadership Balanced Participation Facilitates the team process.
Serves as a Contact Point. Organizes the implementation of changes. Prepares the meeting agenda. Focuses on the team process. Acts as a resource to the team.
Provides feedback to the team. Presents the documents and distributes the MOM. Participates as a team member. Listens carefully and asks questions. Works for consensus on decisions. Supports the decision of the team. Understands and is committed to the team objectives. Respects and is tolerant of individual differences. Acknowledges and works through conflict openly.
Carries out assignments. Unilateral decision. Handclasp decision. Minority-rule decision. Majority-rule decision. Incompatible rewards and compensation. First-line supervisor resistance. Lack of planning. Lack of management support. Access to information systems. Lack of Union support. Project scope too large. Project objectives are not significant. No clear measures of success. No time to do improvement work.
Various ways for Recognition and Rewards are 1. Recognition can be expressed using verbal and written praise. Rewards may be in the form of certificates and plaques.
Reward is normally in the form of cinema tickets, dinner for family etc. The financial compensation for recognition can be paid in terms of increased salaries, commissions, gain sharing etc. The efforts of employees can be recognized by promotions, special job assignments etc. Reward may be delayed but recognition should be in a timely basis. Rewards should be appropriate to the improvement level.
People like to be recognized than any reward. Special forms of recognition include pictures on the bulletin board, articles in news letters, letter to families etc.
Supervisors can give on-the-spot praise for a job which is done well. Recognition and reward go together for letting people know that they are valuable members for the organization. Employee involvement can be achieved by recognition and reward system.
Recognition and reward system reveals that the organization considers quality and productivity as important. It provides the organization an opportunity to thank high achievers. It provides employees a specific goal to achieve. It motivates employees to improve the process.
It increases the morale of the workers. It is necessary to prevail a good relationship between the employee and the appraiser. Employee should be informed about how they are performing on a continuous basis, not just at appraisal time. The appraisal should highlight strength and weakness and how to improve the performance. Employee should be allowed to comment on the evaluation and protest if necessary. Everyone should understand that the purpose of performance appraisal is to have employee involvement.
Errors in performance evaluations should be avoided. Unfair and biased evaluation will render poor rating and hence should be eliminated. Improvement is made by t and adaptable. It consists of the following steps 1. Determine items to be controlled. Set goals for the controls. Measure actual performance. Compare actual performance to goals. Act on the difference. Criteria for a good problem statement is as follows learly describes the problem. Step 1 : The team to develop a process flow diagram.
Step 2 : The target performance measures are defined. Step 3 : Collection of all available data and information. Common items of data and information are 1. Customer information 2.
Design information 3. Process information 4. Statistical information 5. Quality information 6. Supplier information 3. Sometimes, production is lost because an item required is available but cannot be found. Formation of a top level team. Understanding current circumstances. Establishing priorities and targets. Forming sub-teams and training.
Major cleaning. Establishing improvement plans in each priority area. Implementing the plan. Verifying results. Establishing full control. Looking for further improvements.
It focuses on simplification by breaking down complex progress into their sub — processes and then improving them. The Kaizen improvement focuses on the use of : — added and non — value work activities.
The following forces need Supplier Partnership to improve quality, reduce costs and increase market share. Kaoru Ishikawa has given ten principles of customer-supplier relations. They are 1. Both the customer and supplier are fully responsible for the control of quality.
Both the customer and supplier should be independent of each other. The customer is responsible for providing the supplier with clear and sufficient requirements so that the customer can know precisely what to produce.
Both the customer and supplier should enter into a non-adversarial contract. The supplier is responsible for providing the quality that will satisfy the customer. Both the customer and supplier should decide the method to evaluate the quality of the product or services.
Both the customer and supplier should establish in the contract the method by which they can reach an amicable settlement in case of any dispute. Both the customers and supplier should continually exchange information. Both the customer and supplier should perform business activities. Both the customer and supplier should have the best interest of the end user in mind.
The supplier should understand clearly the management philosophy of the organization. The supplier should have stable management system. The supplier should maintain high technical standards.
The supplier should provide the raw materials and parts which meet quality specifications required by the purchaser. The supplier should have the required capability in terms of production. The supplier should not leak out the corporate secrets. The supplier should quote right price and should meet the delivery schedule. The supplier should be accessible with respect to transportation and communication. The supplier should be sincere in implementing the contract provisions. The supplier should be renowned for customer satisfaction.
The Eight criteria for supplier certification are 1. No product related lot rejections for atleast 1 year. No non-product related rejections for atleast 6 months.
No production related negative incidents for atleast 6 months. Should have passed a recent on-site quality system evaluation. Having a fully agreed specifications. Fully documented process and quality system. Timely copies of inspection and test data. Process that is stable and in control.
Performance measures are used to achieve the following objectives. Lost time due to accidents, absenteeism. Employee turnover. Employee satisfaction index.
Training cost per employee. Number of grievances. Number of complaints from customers. Number of on-time deliveries. Warranty data.
Dealer satisfaction. SPC Charts. Machine down time. New product time to market. Design change orders. Cost estimating errors. On-time delivery. Service rating. Quality performance. Average lead time. Sales expense to revenue. New product sales to total sales. New customers. Revenue per employee. Purchase order error. Billing accuracy. Cost of poor quality.
It ensures that all the measures are integrated into a total system of measures. Time series graph. Control charts. Capability Index. Malcolm Baldrige National Quality Award. What is a mission statement? What is a vision statement? What are the important factors that influenced purchases?
Give the need for a feedback in an organization? List the tools used for feedback? What are the activities to be done using customer complaints? What are the elements of customer service? Define Customer Retention? Define Employee Involvement?
What does an employee want? What are the concepts to achieve a motivated work force? Define Empowerment? What are the three conditions necessary to create the empowered environment? What are the types of teams? What are the characteristics of successful teams?
What are the decision-making methods? What are the stages of team development? Give some common team problems? What are the common barriers to team progress? Give the steps involved in training process?
Define Recognition and Reward? What are the types of appraisal formats? What are the benefits of employee involvement? What are the basic ways for a continuous process improvement? What are the three components of the Juran Trilogy? What are the steps in the PDSA cycle? What are the phases of a Continuous Process Improvement Cycle? Define 5S? What is a Kaizen? What are the three key elements to a partnering relationship? What are the three types of sourcing?
What are the ten conditions for the selection and evaluation of suppliers? What are the characteristics used to measure the performance of a particular process? Give the six basic techniques for presenting performance measures Give the usage of an effective recognition and reward system? How will you improve the performance appraisal system? What are the typical measurements frequently asked by managers and teams?
Explain Juran trilogy for Continuous Process Improvement? Explain the PDSA cycle? Explain Kaizen principle? Explain how the employee will be involved in doing a process? Define the problem or effect to be analyzed. Form the team to perform the analysis. Often the team will uncover potential causes through brainstorming. Draw the effect box and the centerline.
Specify the major potential cause categories and join them as boxes connected to the centerline. Identify the possible causes and classify them into the categories in step d. Create new categories, if necessary.
Rank order the causes to identify those that seem most likely to impact the problem. Take corrective action 4. Positive correlation. Negative correlation. No correlation. Costs to control quality include preventative and appraisal costs designed to stop defects before they happen and to evaluate operations.
In comparison, costs incurred from failure to control quality are costs that are incurred after the fact. The best way to improve quality is to focus on prevention. Examples of prevention-related costs of quality include the following.
Examples of costs incurred from failure to control quality include the following. If you want to learn how to price for profit, then download our Pricing for Profit Inspection Guide. The step-by-step plan to set your prices to maximize profits. Click here to access your Execution Plan. Not a Lab Member? Hilton, Ronald W.
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