European foundation for quality management
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The EFQM Excellence Model was introduced in 1992 as a framework for assessing applications for The European Quality Award and is now widely used in Europe as the basis for national and regional quality awards. The model encourages organizational self-assessment to help organizations understand gaps in performance and stimulate solutions. It is a non-prescriptive framework that recognizes there are many approaches to achieving sustainable excellence. The framework is based on nine criteria, with five "Enabler" criteria covering what an organization does and four "Results" criteria covering what an organization achieves, with results caused by enablers and feedback from results helping to improve enablers.
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Lesson 1
This document provides an introduction to quality assurance in hospital management. It outlines four objectives: 1) defining quality, quality assurance, and total quality management; 2) explaining the core principles of total quality; 3) describing the competitive total quality infrastructure, practices, and tools; and 4) discussing the impact of quality on profitability. Key points include defining quality as meeting customer expectations, explaining that quality assurance ensures appropriate quality goods and services, and noting that total quality focuses on customer satisfaction and cost reduction through a systems approach.
Goldenslidedeck v12.5
GOLDEN is a global collaboration between business and academia to help companies integrate sustainability into their business strategies and culture. The program will assess companies' sustainability practices across key functions, identify gaps, observe change initiatives, and evaluate impacts over time. Leading companies will pilot the program, providing insights on effective interventions for sustainability integration. GOLDEN aims to become a leading research program and help shape sustainable business practices globally.
Efqm. excellence model and knowledge management implications
The document discusses how knowledge management (KM) can be mapped to the European Foundation for Quality Management (EFQM) Excellence Model. It provides an overview of the EFQM Model, which is based on nine criteria that assess an organization's progress toward excellence. Five criteria are "Enablers" of how an organization operates, and four are "Results" of what the organization achieves. The document then examines how each Enabler criterion is related to KM implications, such as how leaders can use knowledge to set business direction and change it based on customer and market insights. KM helps achieve business objectives in a smart way by developing a knowledge-sharing mindset throughout the organization.
Hrm
This document provides an introduction to performance management. It defines performance management and discusses its key concerns, scope, history, principles, benefits and issues. It describes how performance management works and links to pay. It also discusses measuring performance using approaches like the balanced scorecard and the European Foundation for Quality Management excellence model. Finally, it covers performance reviews, evaluation, and concludes with thanks.
EFQM
The European Foundation for Quality Management (EFQM) was founded in 1988 to create a platform for organizations to learn from each other and continuously improve. The EFQM model is a popular quality management tool used by over 30,000 European organizations to self-assess and improve performance in areas like leadership, policy and strategy, partnerships and resources, and processes. It consists of nine criteria divided into enablers and results that organizations can use to determine their quality level and develop improvements.
Committed to the path of sustainability Excellence with EFQM
The document discusses the EFQM Excellence Model, which is a framework used by over 30,000 organizations worldwide to guide organizational performance and improvement. The model includes eight fundamental concepts, nine criteria with sub-criteria to assess enablers and results, and a "RADAR logic" cycle of planning, implementing, evaluating and improving. It provides a holistic assessment of an organization's strategy, processes, leadership, people management, partnerships and results. The goal of the model is to help organizations define, assess, and improve excellence by learning from others and establishing best practices.
The efqm excellence model
The EFQM Excellence Model provides a framework for organizations to assess their performance and drive continuous improvement. It includes 9 criteria across enablers and results. The 5 enabler criteria cover leadership, strategy, people, partnerships/resources, and processes/services. The 4 results criteria cover customer, people, social, and business outcomes. Organizations can use the RADAR logic to structure self-assessment of their approaches and achievement of results. The model takes a holistic view to help organizations meet stakeholder expectations and achieve sustainable excellence.
Pakistan Quality Award
The document provides an overview of quality standards and frameworks that can help Pakistani organizations improve, such as the Deming Prize, EFQM Excellence Model, and Malcolm Baldridge National Quality Award. It then describes elements that could form the framework for a proposed Pakistan Quality Award, including leadership, engagement of people, relationship management, process management, monitoring and analysis, people results, customer results, corporate social responsibility, and outcomes. The frameworks emphasize the importance of leadership, strategy, people engagement, relationships, processes, measurement and analysis, and results. Implementing such a quality award framework could help Pakistani organizations achieve their goals and improve competitiveness.
Empfohlen
Lesson 1
This document provides an introduction to quality assurance in hospital management. It outlines four objectives: 1) defining quality, quality assurance, and total quality management; 2) explaining the core principles of total quality; 3) describing the competitive total quality infrastructure, practices, and tools; and 4) discussing the impact of quality on profitability. Key points include defining quality as meeting customer expectations, explaining that quality assurance ensures appropriate quality goods and services, and noting that total quality focuses on customer satisfaction and cost reduction through a systems approach.
Goldenslidedeck v12.5
GOLDEN is a global collaboration between business and academia to help companies integrate sustainability into their business strategies and culture. The program will assess companies' sustainability practices across key functions, identify gaps, observe change initiatives, and evaluate impacts over time. Leading companies will pilot the program, providing insights on effective interventions for sustainability integration. GOLDEN aims to become a leading research program and help shape sustainable business practices globally.
Efqm. excellence model and knowledge management implications
The document discusses how knowledge management (KM) can be mapped to the European Foundation for Quality Management (EFQM) Excellence Model. It provides an overview of the EFQM Model, which is based on nine criteria that assess an organization's progress toward excellence. Five criteria are "Enablers" of how an organization operates, and four are "Results" of what the organization achieves. The document then examines how each Enabler criterion is related to KM implications, such as how leaders can use knowledge to set business direction and change it based on customer and market insights. KM helps achieve business objectives in a smart way by developing a knowledge-sharing mindset throughout the organization.
Hrm
This document provides an introduction to performance management. It defines performance management and discusses its key concerns, scope, history, principles, benefits and issues. It describes how performance management works and links to pay. It also discusses measuring performance using approaches like the balanced scorecard and the European Foundation for Quality Management excellence model. Finally, it covers performance reviews, evaluation, and concludes with thanks.
EFQM
The European Foundation for Quality Management (EFQM) was founded in 1988 to create a platform for organizations to learn from each other and continuously improve. The EFQM model is a popular quality management tool used by over 30,000 European organizations to self-assess and improve performance in areas like leadership, policy and strategy, partnerships and resources, and processes. It consists of nine criteria divided into enablers and results that organizations can use to determine their quality level and develop improvements.
Committed to the path of sustainability Excellence with EFQM
The document discusses the EFQM Excellence Model, which is a framework used by over 30,000 organizations worldwide to guide organizational performance and improvement. The model includes eight fundamental concepts, nine criteria with sub-criteria to assess enablers and results, and a "RADAR logic" cycle of planning, implementing, evaluating and improving. It provides a holistic assessment of an organization's strategy, processes, leadership, people management, partnerships and results. The goal of the model is to help organizations define, assess, and improve excellence by learning from others and establishing best practices.
The efqm excellence model
The EFQM Excellence Model provides a framework for organizations to assess their performance and drive continuous improvement. It includes 9 criteria across enablers and results. The 5 enabler criteria cover leadership, strategy, people, partnerships/resources, and processes/services. The 4 results criteria cover customer, people, social, and business outcomes. Organizations can use the RADAR logic to structure self-assessment of their approaches and achievement of results. The model takes a holistic view to help organizations meet stakeholder expectations and achieve sustainable excellence.
Pakistan Quality Award
The document provides an overview of quality standards and frameworks that can help Pakistani organizations improve, such as the Deming Prize, EFQM Excellence Model, and Malcolm Baldridge National Quality Award. It then describes elements that could form the framework for a proposed Pakistan Quality Award, including leadership, engagement of people, relationship management, process management, monitoring and analysis, people results, customer results, corporate social responsibility, and outcomes. The frameworks emphasize the importance of leadership, strategy, people engagement, relationships, processes, measurement and analysis, and results. Implementing such a quality award framework could help Pakistani organizations achieve their goals and improve competitiveness.
Business excellences through quality
This document discusses various quality excellence models and awards. It describes the EFQM model which focuses on enablers and results. It also discusses the Deming Award which recognizes organizations that have achieved improvements through TQM. Other awards mentioned include the MBNQA, RBNQA, and RGNQA. The document also provides information on ISO 14001 for environmental management systems and OHSAS 18001 for occupational health and safety management systems.
project management maturity models
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
Business Excellence Model
The document provides an overview of several global business excellence models and frameworks, including the Australian Business Excellence Framework, Malcolm Baldrige Framework, EFQM Excellence Model, Tata Business Excellence Model, and Mexican Business Excellence Model. It describes the key elements and criteria of each model. The conclusion argues that an ideal comprehensive business excellence model should be general enough to cover all business activities, processes, and functions, while also being user-friendly, dynamic, and able to evolve over time.
QUALITY STANDARDS
This document discusses various quality standards and frameworks that organizations can implement. It describes quality assurance as putting procedures in place to prevent defects, while quality management takes a holistic view to prevent errors in all processes. Specific standards mentioned include ISO 9000, ISO 14000, and PQASSO, a framework designed for small organizations. PQASSO assesses both organizational processes and outcomes. The EFQM model outlines principles for achieving excellence, and ISO 9000 provides requirements for quality management systems that can be certified. Real-world examples of organizations that have implemented these standards in both the Philippines and Iligan City are also provided.
Total quality management
This document discusses frameworks for organizational quality and performance excellence, including Total Quality Management and Six Sigma. It provides an overview of the Baldrige criteria for organizational assessment, which includes seven categories: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. International quality award programs are also summarized, such as the Deming Prize in Japan. The core concepts of Six Sigma and its use in various types of organizations are outlined.
overview_efqm_2013_v1.1
The EFQM Excellence Model is a framework that helps organizations understand and manage complexity by assessing performance and driving continuous improvement. It comprises fundamental concepts, criteria to apply them, and RADAR logic for systematic assessment and refinement. The Model allows organizations to understand relationships between what they do, as defined by enablers like leadership and processes, and the results achieved in areas like customer satisfaction, people outcomes, and business results. Over 30,000 organizations in Europe use the Model, which EFQM maintains and updates based on member experience.
Business Excellence
The document discusses business excellence models, which guide organizations towards sustainable performance. It describes the origins and evolution of key models like the Baldrige Criteria and EFQM Excellence Model. These models are based on principles like leadership, customer focus, and continuous improvement. Organizations can use self-assessments against the models' criteria to identify strengths and opportunities for progressing towards business excellence.
Business Excellence
The document discusses business excellence models, which guide organizations to achieve world-class performance and business results. It provides a brief history of how the first models emerged in the 1980s in response to Japanese business success. Today, the most well-known models are the Baldrige Criteria for Performance Excellence and the EFQM Excellence Model, which help organizations improve via self-assessment. Both models evaluate organizations across similar criteria focused on leadership, strategic planning, customers, workforce, and processes.
Integrated Improvement Model
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
Implementing An ISO 9001 Quality Management System
The document provides guidance on implementing an ISO 9001 Quality Management System (QMS). It discusses what a QMS is, the benefits of implementing one, and the key components and requirements of the ISO 9001 standard. The ISO 9001 standard establishes requirements for a QMS in eight main sections that cover the responsibilities of management, managing resources, and controlling processes related to product realization, measurement and improvement. Implementing an effective QMS helps ensure consistency, improves business performance, and increases customer satisfaction.
Tqm
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continual improvement involving all employees. It uses strategies like process-centered thinking, fact-based decision making, and strategic planning to integrate quality into the organization's culture. The primary elements of TQM include having a customer focus, total employee involvement, a process-centered view, an integrated system, and a strategic and systematic approach to continual improvement. Organizations can implement TQM using approaches like focusing on key elements, following quality gurus, modeling successful organizations, adopting Japanese quality methods, or using quality award criteria.
Measurement of performance at Organisational Level.pptx
There are several approaches to measuring organizational performance at a high level. The balanced scorecard measures performance from four perspectives: customer, internal processes, learning and growth, and financial. The EFQM model indicates customer satisfaction, employee satisfaction, and societal impact are achieved through leadership and strategic planning, management of resources, processes, and people. Key performance indicators include customer satisfaction, employee satisfaction, cash flow, return on investment, productivity, and achievement of strategic objectives. Organizational dashboards visually display critical metrics and KPIs to aid management in monitoring performance and driving improvement.
Capital Investment Case Waterways Corporation is a private.docx
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
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Quality management
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http://www.iso.org
This document introduces seven quality .
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This document describes the development of an Airport Business Excellence Model (ABEM) based on the EFQM Excellence Model framework. ABEM is intended to provide a holistic assessment of airport performance and benchmarking by customizing the generic EFQM model to the unique characteristics of the airport sector. The ABEM model is currently being tested on a sample of 39 international airports. The document discusses the key elements and criteria of the EFQM model, including enablers, results, criterion weights, and relationships. It also reviews examples of airports that have applied the EFQM model and discusses the need for a customized airport-specific framework like ABEM.
Manual sst pesquero
Este manual presenta información sobre seguridad y salud laboral en el sector pesquero. Explica la implementación del sistema de gestión de seguridad y salud en el trabajo, incluyendo la documentación requerida como la política, objetivos, reglamento interno, identificación de peligros y riesgos. También describe los principales riesgos en la pesca y medidas de prevención, así como el marco legal aplicable para promover condiciones de trabajo seguras.
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Este manual presenta las principales medidas de seguridad e higiene que deben adoptarse en la industria textil para prevenir riesgos laborales. Describe los riesgos más comunes como atrapamientos, cortes, caídas, exposición a sustancias peligrosas y sobreesfuerzos. Además, explica la normativa legal aplicable en materia de seguridad y salud en el trabajo para este sector. El objetivo es lograr que las empresas textiles cumplan con sus obligaciones en la prevención de riesgos ocupacionales.
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Business excellences through quality
This document discusses various quality excellence models and awards. It describes the EFQM model which focuses on enablers and results. It also discusses the Deming Award which recognizes organizations that have achieved improvements through TQM. Other awards mentioned include the MBNQA, RBNQA, and RGNQA. The document also provides information on ISO 14001 for environmental management systems and OHSAS 18001 for occupational health and safety management systems.
project management maturity models
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
Business Excellence Model
The document provides an overview of several global business excellence models and frameworks, including the Australian Business Excellence Framework, Malcolm Baldrige Framework, EFQM Excellence Model, Tata Business Excellence Model, and Mexican Business Excellence Model. It describes the key elements and criteria of each model. The conclusion argues that an ideal comprehensive business excellence model should be general enough to cover all business activities, processes, and functions, while also being user-friendly, dynamic, and able to evolve over time.
QUALITY STANDARDS
This document discusses various quality standards and frameworks that organizations can implement. It describes quality assurance as putting procedures in place to prevent defects, while quality management takes a holistic view to prevent errors in all processes. Specific standards mentioned include ISO 9000, ISO 14000, and PQASSO, a framework designed for small organizations. PQASSO assesses both organizational processes and outcomes. The EFQM model outlines principles for achieving excellence, and ISO 9000 provides requirements for quality management systems that can be certified. Real-world examples of organizations that have implemented these standards in both the Philippines and Iligan City are also provided.
Total quality management
This document discusses frameworks for organizational quality and performance excellence, including Total Quality Management and Six Sigma. It provides an overview of the Baldrige criteria for organizational assessment, which includes seven categories: leadership, strategic planning, customer focus, measurement/analysis, human resources, process management, and business results. International quality award programs are also summarized, such as the Deming Prize in Japan. The core concepts of Six Sigma and its use in various types of organizations are outlined.
overview_efqm_2013_v1.1
The EFQM Excellence Model is a framework that helps organizations understand and manage complexity by assessing performance and driving continuous improvement. It comprises fundamental concepts, criteria to apply them, and RADAR logic for systematic assessment and refinement. The Model allows organizations to understand relationships between what they do, as defined by enablers like leadership and processes, and the results achieved in areas like customer satisfaction, people outcomes, and business results. Over 30,000 organizations in Europe use the Model, which EFQM maintains and updates based on member experience.
Business Excellence
The document discusses business excellence models, which guide organizations towards sustainable performance. It describes the origins and evolution of key models like the Baldrige Criteria and EFQM Excellence Model. These models are based on principles like leadership, customer focus, and continuous improvement. Organizations can use self-assessments against the models' criteria to identify strengths and opportunities for progressing towards business excellence.
Business Excellence
The document discusses business excellence models, which guide organizations to achieve world-class performance and business results. It provides a brief history of how the first models emerged in the 1980s in response to Japanese business success. Today, the most well-known models are the Baldrige Criteria for Performance Excellence and the EFQM Excellence Model, which help organizations improve via self-assessment. Both models evaluate organizations across similar criteria focused on leadership, strategic planning, customers, workforce, and processes.
Integrated Improvement Model
One of the greatest challenges organisations face today is to continuously evolve their products and services and the processes that underpin them. The emergence of digital tools and methodologies for unlocking operational efficiency and elevating the customer experience has radically changed the steps we need to take to achieve operational excellence.
A fresh approach to improvement is needed. For many organisations the goal is the same: enabling agility, designing better and faster processes and uplifting the customer experience. However, legacy operating models, customary ways of working and siloed approaches to operational improvement often act as a barrier. Put simply, existing methods need to evolve.
As the business landscape shifts, it’s imperative that organisations adopt an enduring, integrated and future-proofed approach to operational improvement which becomes part of ‘the way we do things around here’.
Unintegrated approaches: It’s not uncommon to see a disconnect between teams that work across the same end-to-end value stream, with one group identifying automation processes using technologies such as Robotic Process Automation and Artificial Intelligence, others redesigning processes using lean tools and techniques to remove rework and waste, and separate teams using workflow tools to digitise manual work. Each of these examples presents a lever that can be pulled to uplift operational performance, but addressing them together provides the most powerful recipe for maximising customer value.
Implementing An ISO 9001 Quality Management System
The document provides guidance on implementing an ISO 9001 Quality Management System (QMS). It discusses what a QMS is, the benefits of implementing one, and the key components and requirements of the ISO 9001 standard. The ISO 9001 standard establishes requirements for a QMS in eight main sections that cover the responsibilities of management, managing resources, and controlling processes related to product realization, measurement and improvement. Implementing an effective QMS helps ensure consistency, improves business performance, and increases customer satisfaction.
Tqm
Total Quality Management (TQM) is a management approach focused on customer satisfaction through continual improvement involving all employees. It uses strategies like process-centered thinking, fact-based decision making, and strategic planning to integrate quality into the organization's culture. The primary elements of TQM include having a customer focus, total employee involvement, a process-centered view, an integrated system, and a strategic and systematic approach to continual improvement. Organizations can implement TQM using approaches like focusing on key elements, following quality gurus, modeling successful organizations, adopting Japanese quality methods, or using quality award criteria.
Measurement of performance at Organisational Level.pptx
There are several approaches to measuring organizational performance at a high level. The balanced scorecard measures performance from four perspectives: customer, internal processes, learning and growth, and financial. The EFQM model indicates customer satisfaction, employee satisfaction, and societal impact are achieved through leadership and strategic planning, management of resources, processes, and people. Key performance indicators include customer satisfaction, employee satisfaction, cash flow, return on investment, productivity, and achievement of strategic objectives. Organizational dashboards visually display critical metrics and KPIs to aid management in monitoring performance and driving improvement.
Capital Investment Case Waterways Corporation is a private.docx
Capital Investment Case
Waterways Corporation is a private company providing irrigation and drainage products
and services for residential, commercial, and public sector projects, including farms,
parks, and sports fields. It has a plant located in a small city north of Toronto that
manufactures the products it markets to retail outlets across Canada. It also maintains a
division that provides installation and warranty servicing in the Greater Toronto Area.
The mission of Waterways is to manufacture quality parts that can be used for effective
water management, be it drainage or irrigation. The company hopes to satisfy its
customers with its products, provide rapid and responsible service, and serve the
community and the employees who represent it in each community.
Waterways puts much emphasis on cash flow when it plans for capital investments. The
company chose its discount rate of 8% based on the rate of return it must pay its
owners and creditors. Using that rate, Waterways then uses different methods to
determine the best decisions for making capital outlays.
In 2020 Waterways is considering buying five new backhoes to replace the backhoes it
now has at its installation and training division. The new backhoes are faster, cost less
to run, provide for more accurate trench digging, have comfort features for the
operators, and have associated one-year maintenance agreements. The old backhoes
are working well, but they do require considerable maintenance. The operators are very
familiar with the old backhoes and would need to learn some new skills to use the new
equipment.
The following information is available to use in deciding whether to purchase the new
backhoes.
Old Backhoes New Backhoes
Purchase cost when new $90,000 $200,000
Salvage value now $42,000 None
Investment in major overhaul needed in next year $55,000 None
Salvage value in 8 years None $ 50,000
Remaining life 8 years 8 years
Net cash flow generated each year $25,250 $ 41,000
Instructions
a. Using the following methods, evaluate whether to purchase the new equipment or
overhaul the old equipment. (Hint: For the old machine, the initial investment is the cost
of the overhaul. For the new machine, subtract the salvage value of the old machine to
determine the initial cost of the investment.) Ignore income taxes in your analysis.
1. Use the net present value method for buying new or keeping the old.
2. Use the payback method for each choice. (Hint: For the old machine, evaluate the
payback of an overhaul.)
3. Compare the profitability index for each choice.
4. Compare the internal rate of return for each choice to the required 8% discount rate.
b. Are there any intangible benefits or negatives that would influence this decision?
c. What decision would you make and why?
Capital Investment CaseInstructions
quality
Quality management
principles
http://www.iso.org
This document introduces seven quality .
ARJUN
This document provides an overview of a summer internship project on the business excellence model of the Process Equipment Division at Godrej & Boyce Manufacturing Company. It includes an acknowledgment, certificate, declaration, executive summary, and table of contents. The objective of the study is to analyze the 'Partnership and Resources' aspect of the business excellence model at the Process Equipment Division at Godrej & Boyce. The analysis findings and a case study on improvements at the division will be presented.
Strategy and business excellence
This speech discusses the importance of business excellence and strategy implementation in organizations. It notes that the current business environment is vague, uncertain, complex and ambiguous, requiring companies to have strong strategies and business excellence frameworks. The speech outlines several key factors for organizational success, including visionary leadership, customer focus, robust strategies, and good governance. It emphasizes that effective strategy implementation relies on adopting business excellence models across the entire organization. Business excellence frameworks can help companies assess performance, identify gaps, and drive continuous improvement. The speech encourages aligning employee attitudes, efforts, and objectives with organizational goals in order to achieve excellence.
Launch of the SPTF Universal Standards for Social Performance Management
Launch of the SPTF Universal Standards for Social Performance ManagementSocial Performance Task Force (SPTF)
The Universal Standards for Social Performance Management (SPM) are a set of management standards developed by the Social Performance Task Force (SPTF) to evaluate the social performance of microfinance institutions pursuing a double bottom line of financial sustainability and social goals. The standards are organized into six categories and are meant to provide clear guidelines for strong SPM practices. They were developed collaboratively over 18 months through multiple rounds of public feedback. The standards draw from existing work in the field and are intended to be a useful tool for various stakeholders in microfinance.Operations excellence
Operations Excellence in Apparel Logistics: This presentation looks at what operational excellence is and the benefits of being excellent in all aspects of apparel logistics operations.
New trends in the revised iso 9001:2015
New trends in the revised standard ISO 9001:2015, with a project management approach and mind set by Mrs. Claude Khalil
performance.pptx
The document discusses key concepts in performance excellence including Baldrige Performance Excellence Program, Lean Six Sigma, and organizational improvement frameworks. It provides an overview of Baldrige criteria for organizational assessment, continuous improvement cycles, and how Baldrige can help organizations address dynamic environments through strategy-driven performance. Lean focuses on eliminating waste, Six Sigma on reducing variation, and Lean Six Sigma integrates both for full process optimization. The Baldrige, Lean Six Sigma, and quality management system approaches help organizations effectively manage processes for improved effectiveness, efficiency and achieving objectives.
SSRN-id2795251
This document describes the development of an Airport Business Excellence Model (ABEM) based on the EFQM Excellence Model framework. ABEM is intended to provide a holistic assessment of airport performance and benchmarking by customizing the generic EFQM model to the unique characteristics of the airport sector. The ABEM model is currently being tested on a sample of 39 international airports. The document discusses the key elements and criteria of the EFQM model, including enablers, results, criterion weights, and relationships. It also reviews examples of airports that have applied the EFQM model and discusses the need for a customized airport-specific framework like ABEM.
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Launch of the SPTF Universal Standards for Social Performance Management
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Manual sst sector minero final
Este manual establece las obligaciones y responsabilidades de las empresas mineras y conexas en materia de seguridad y salud ocupacional. Detalla los requisitos para la gestión de la seguridad y salud ocupacional incluyendo la política, programa anual, reglamento interno y constitución de un Comité de Seguridad y Salud Ocupacional. El objetivo es fomentar el cumplimiento de la normativa aplicable para proteger la seguridad y salud de los trabajadores del sector minero.
Ohsas 18002 2008
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Diapositiva karin satisfaccion en frentes de trabajo
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02 resumen de teoria finaciera
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Este documento analiza el libro "Riesgo Positivo" y presenta anotaciones sobre el caso de Toyota. Algunas de las ideas clave son: 1) El promedio de fracasos de proyectos es alto, por lo que es importante reconocer la verdadera probabilidad de éxito y cambiarla. 2) La comunicación interdisciplinaria y prever problemas aumentan las posibilidades de éxito. 3) Se debe pensar en el producto en lugar de defender los intereses departamentales.
Comparacion iso, efqm y seis sigma
Este documento compara ISO 9001:2015, el Modelo de Excelencia EFQM y Seis Sigma, los cuales son diferentes enfoques para la gestión de calidad con diferentes propósitos. ISO 9001 establece lineamientos para sistemas de gestión de calidad. El Modelo EFQM apoya a las organizaciones en su camino hacia la excelencia y para concursar por premios de calidad. Seis Sigma es una metodología que ayuda a maximizar la calidad. El documento analiza los principios y contenidos de cada enfoque.
Sistema HACCP 1909
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Final tabajo de control estadistico USB
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Artículo aplicación de seis sigma
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BRAIN TUMOR DETECTION
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Comparative analysis between traditional aquaponics and reconstructed aquapon...
The aquaponic system of planting is a method that does not require soil usage. It is a method that only needs water, fish, lava rocks (a substitute for soil), and plants. Aquaponic systems are sustainable and environmentally friendly. Its use not only helps to plant in small spaces but also helps reduce artificial chemical use and minimizes excess water use, as aquaponics consumes 90% less water than soil-based gardening. The study applied a descriptive and experimental design to assess and compare conventional and reconstructed aquaponic methods for reproducing tomatoes. The researchers created an observation checklist to determine the significant factors of the study. The study aims to determine the significant difference between traditional aquaponics and reconstructed aquaponics systems propagating tomatoes in terms of height, weight, girth, and number of fruits. The reconstructed aquaponics system’s higher growth yield results in a much more nourished crop than the traditional aquaponics system. It is superior in its number of fruits, height, weight, and girth measurement. Moreover, the reconstructed aquaponics system is proven to eliminate all the hindrances present in the traditional aquaponics system, which are overcrowding of fish, algae growth, pest problems, contaminated water, and dead fish.
Advanced control scheme of doubly fed induction generator for wind turbine us...
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
Electric vehicle and photovoltaic advanced roles in enhancing the financial p...
Climate change's impact on the planet forced the United Nations and governments to promote green energies and electric transportation. The deployments of photovoltaic (PV) and electric vehicle (EV) systems gained stronger momentum due to their numerous advantages over fossil fuel types. The advantages go beyond sustainability to reach financial support and stability. The work in this paper introduces the hybrid system between PV and EV to support industrial and commercial plants. This paper covers the theoretical framework of the proposed hybrid system including the required equation to complete the cost analysis when PV and EV are present. In addition, the proposed design diagram which sets the priorities and requirements of the system is presented. The proposed approach allows setup to advance their power stability, especially during power outages. The presented information supports researchers and plant owners to complete the necessary analysis while promoting the deployment of clean energy. The result of a case study that represents a dairy milk farmer supports the theoretical works and highlights its advanced benefits to existing plants. The short return on investment of the proposed approach supports the paper's novelty approach for the sustainable electrical system. In addition, the proposed system allows for an isolated power setup without the need for a transmission line which enhances the safety of the electrical network
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原版制作(Humboldt毕业证书)柏林大学毕业证学位证一模一样
原件一模一样【微信：bwp0011】《(Humboldt毕业证书)柏林大学毕业证学位证》【微信：bwp0011】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
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6:个人职称评审加20分
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8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
Medical image analysis has witnessed significant advancements with deep learning techniques. In the domain of brain tumor segmentation, the ability to
precisely delineate tumor boundaries from magnetic resonance imaging (MRI)
scans holds profound implications for diagnosis. This study presents an ensemble convolutional neural network (CNN) with transfer learning, integrating
the state-of-the-art Deeplabv3+ architecture with the ResNet18 backbone. The
model is rigorously trained and evaluated, exhibiting remarkable performance
metrics, including an impressive global accuracy of 99.286%, a high-class accuracy of 82.191%, a mean intersection over union (IoU) of 79.900%, a weighted
IoU of 98.620%, and a Boundary F1 (BF) score of 83.303%. Notably, a detailed comparative analysis with existing methods showcases the superiority of
our proposed model. These findings underscore the model’s competence in precise brain tumor localization, underscoring its potential to revolutionize medical
image analysis and enhance healthcare outcomes. This research paves the way
for future exploration and optimization of advanced CNN models in medical
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Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
This document serves as a comprehensive step-by-step guide on how to effectively use PyCharm for remote debugging of the Windows Subsystem for Linux (WSL) on a local Windows machine. It meticulously outlines several critical steps in the process, starting with the crucial task of enabling permissions, followed by the installation and configuration of WSL.
The guide then proceeds to explain how to set up the SSH service within the WSL environment, an integral part of the process. Alongside this, it also provides detailed instructions on how to modify the inbound rules of the Windows firewall to facilitate the process, ensuring that there are no connectivity issues that could potentially hinder the debugging process.
The document further emphasizes on the importance of checking the connection between the Windows and WSL environments, providing instructions on how to ensure that the connection is optimal and ready for remote debugging.
It also offers an in-depth guide on how to configure the WSL interpreter and files within the PyCharm environment. This is essential for ensuring that the debugging process is set up correctly and that the program can be run effectively within the WSL terminal.
Additionally, the document provides guidance on how to set up breakpoints for debugging, a fundamental aspect of the debugging process which allows the developer to stop the execution of their code at certain points and inspect their program at those stages.
Finally, the document concludes by providing a link to a reference blog. This blog offers additional information and guidance on configuring the remote Python interpreter in PyCharm, providing the reader with a well-rounded understanding of the process.
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Generative AI leverages algorithms to create various forms of content
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john krisinger-the science and history of the alcoholic beverage.pptx
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Redefining brain tumor segmentation: a cutting-edge convolutional neural netw...
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Use PyCharm for remote debugging of WSL on a Windo cf5c162d672e4e58b4dde5d797...
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Mechanical Engineering on AAI Summer Training Report-003.pdf
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AI assisted telemedicine KIOSK for Rural India.pptx
European foundation for quality management
- 1. European Foundation for Quality Management (EFQM) Tomado del Artículo publicado en: Página Web de “BASE” “British Association for Supported Employment” The EFQM Excellence Model was introduced at the beginning of 1992 as the framework for assessing applications for The European Quality Award. It is a widely used organizational framework in Europe and has become the basis for a series of national and regional Quality Awards. The EFQM model's is used as a management system that encourages the discipline of organizational self-assessment. The EFQM Excellence Model is a practical tool to help organizations to do this by measuring where they are on the path to Excellence; helping them understand the gaps; and stimulating solutions. It is applicable to organization irrespective of size and structure, and sector. Self-assessment has wide applicability to organizations large and small, in the public as well as the private sectors. The outputs from self-assessment can be used as part of the business planning process and the model itself can be used as a basis for operational and project review. The EFQM Model is a non-prescriptive framework that recognizes there are many approaches to achieving sustainable excellence. Within this approach there are some fundamental concepts which underpin the EFQM model. However, these concepts are not fixed. It is accepted that they will change overtime as excellent organizations develop and improve. Current indicative concepts are listed below: * Results Orientation - Excellence is achieving results that impress all the organization’s stakeholders. * Customer Focus - Excellence is creating sustainable customer value.* Leadership & Constancy of Purpose - Excellence is visionary and inspirational leadership, coupled with purpose. * Management by Processes & Facts - Excellence is managing the organization through a set of interdependent and interrelated systems, processes and facts. * People Development & Involvement - Excellence is maximizing the contribution of employees through their development and involvement. * Continuous Learning, Innovation & Improvement - Excellence is challenging the status quo and effecting change by using learning to create innovation and improvement opportunities. * Partnership Development - Excellence is developing and maintaining value-adding partnerships. * Corporate Social Responsibility - Excellence is exceeding the minimum regulatory
- 2. framework in which the organization operates and to strive to understand and respond to the expectations of their stakeholders in society. The framework of the EFQM Excellence Model is based on nine criteria. Five of these are Enablers' and four are 'Results'. The 'Enabler' criteria cover what an organization does. The 'Results' criteria cover what an organization achieves. Results' are caused by 'Enablers' and feedback from 'Results' help to improve 'Enablers'. The Model recognizes there are many approaches to achieving sustainable excellence in all aspects of performance. Further information about the EFQM model is available from the British Quality Foundation.