...University of Phoenix Material Quality Improvement Plan Template In this course, you develop an organizational quality improvement (QI) plan for a health care organization of your choice. Appropriate organizations include hospitals, nursing homes, ambulatory and surgery centers, home health, assisted living, health departments, hospice, rehab units, pain clinics, and cancer clinics. Choose a quality issue about which you are passionate and may implement in the future. A few examples are reducing patient falls, medication errors, and improving nurse response times. The complete QI plan must be no more than six pages. Organize the plan as you would present it to the organization’s board of directors for approval. Do not copy and paste sections from previous parts of the plan. Instead, summarize previous assignments, prepared with the intent to present the most important points of your research. Executive Summary: A one-page overview of the plan Introduction/Purpose: Introduce the organization and state its mission. Describe the types of services the organization provides. This section must be approximately half a page. (This information was initially covered in Week Two: Organizational Quality Improvement Plan – Part I) Goals/Objectives: Describe what goals the organization has to meet its mission. These are principles that shape how the organization views and achieves quality. Examples may involve the concepts...
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...systems; measuring and improving effectiveness; production processes, production operations and institutions in American and worldwide business. Prerequisites: All lower division business core courses or instructor's consent; corequisite Management Science 361 A. Course Objectives This course covers part of the body of knowledge known as Principles of Management and/or Organization Theory as well as the essentials of Operations Management (OM). The emphasis is on understanding the role of the Operations Managers in manufacturing and service organizations. The objective will be to learn relevant theories, concepts and techniques relevant to the activities of an Operations Manager and also learn solving OM problems. Teaching method This is a lecture/discussion course. As this course covers two subject areas, there are many topics and sub-topics to address. To make optimal use of time, the instructor will set up a broad, but clear, framework to cover a topic or a series of related topics and explain the core concepts. The best use of this approach can be made by the student only if the student does the required reading, come prepared, ask questions and take part in discussions. Examples will be worked out when dealing with topics involving quantitative techniques and numerical work. Grading policy There will be 1. Two in class exams: Test 1 is worth 30 points, Test 2 is worth 70 points 2. Some in class exercises worth 60 points....
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...Scatter Diagram…...……………………………………………..………………. 13 10.0 Conclusion…….…………………………………………………………..……... 15 THE SEVEN BASIC QUALITY TOOLS Project Risk, Procurement and Integration Management 1. INTRODUCTION The last two decades have been a period of tremendous turmoil and change in the business environment. Competition in many industries has become worldwide in scope, and the pace of innovation in products and services has accelerated. These changes in business environment have resulted in organisations attempting to transform themselves to become more competitive. Since the early 1980s, many companies have gone through several waves of improvement programs, starting with Just-In-Time (JIT), then moving on to Total Quality Management (TQM), Lean Production, Six Sigma and many other various management programs. Implementing these programmes would require tools for data collection, measure and monitor. There are seven quality control tools which are: * Data figures * Pareto analysis * Cause-and-effect * Trend analysis * Histograms * Scatter diagrams * Process control chart This essay discusses the characteristics, applications and implementation of these tools. 2. THE DEVELOPMENT OF THE 7 BASIC TOOLS FOR IMPROVEMENT The seven quality tools were first emphasized by Ishikawa (in the 1960s), who is one of the quality...
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...CASE STUDY: Quality Parts Company BUS520 OPERATIONS MANAGEMENT 04 January 2008 Introduction: I. Which of the changes being considered by the manager of Quality Parts Company are counter to the lean philosophy? II. Make recommendations for lean improvements in such areas as scheduling, layout, kanban, task groupings, and inventory. III. Sketch the operation of a pull system for quality for Quality Parts Company’s current system. IV. Outline a plan for introducing lean at Quality Parts Company. WHICH OF THE CHANGES BEING CONSIDERED BY THE MANAGER OF QUALITY PARTS COMPANY ARE COUNTER TO THE LEAN PHILOSOPHY? The manager is considering installing an automated ordering system to control inventories. This would not fit into the lean philosophy as it would have the skids filled with workers making products two days in the front. Lean philosophy calls for not producing a product until it is needed. MAKE RECOMMENDATIONS FOR LEAN IMPROVEMENTS IN SUCH AREAS AS SCHEDULING, LAYOUT, KANBAN, TASK GROUPINGS, AND INVENTORY. Some lean improvements that could be made for the Quality Parts Company are; In the scheduling area to ensure that there are equal shifts and hiring for areas of the line which need more attention and it would fit the need and wait time for that line. The layout of the Skids are currently counterproductive to the lean philosophy, most of the skids are very far apart and cause wait times for processing. Realignment of the skids is necessary to improve...
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...solve a firm’s business problems. Analysts can benefit from understanding which firms in an industry have superior competitive operational capabilities. Marketing personnel need to understand these capabilities if they are to stimulate customer demand. And of course, management needs to know where to look to bring about improvement. Depending on your role, you may or may not be given direct access to detailed operational data. And even if you are, you may not know what questions you should be asking or what things you should be trying to observe (aside from the obvious like big piles of inventory). In this document we formulate the lessons learned in class as questions for you to pose during an operational audit. By no means is this list complete, but hopefully it is enough to get you started. The final page of this document summarizes many of the questions in the form of a “short-list.” 1. Competitive Priorities (a) What are the firm’s Competitive Priorities (Time, Price, Quality, Variety)? (b) What areas need improvement? 2. Process Flow Diagram As you tour a facility, you should gather enough information to at least sketch a process flow diagram. (a) What flows? Parts, jobs, workers, tools, etc. Assess variety. (b) Where do the flows originate, and where do they lead? (c) What type of process is it? Project, job shop, batch flow, line flow, continuous flow. Generally, as we move through this continuum, capacity issues become more pertinent than cycle-time, machine content increases, labor...
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...and cash.” The Basic Supply Chain consists of three units….Supplier, Producer and Customer Four basic flows connect these entities together: 1. The flow of physical materials and services from suppliers to producer to customer 2. The flow of cash from the customer back “upstream” toward the supplier 3. The flow of information back and forth along the chain 4. The reverse flow of products returned for repairs, recycling or disposal.(This is called reverse supply chain and is handled by reverse logistics.) Value Chain (Vs) Supply Chain A Value Chain can be any series of activities that increases the value of a product or service as it passes through stages of development and distribution before reaching the end user. Supply Chain is but one part of value Chain. In basic terms, your supply chain consists of your suppliers, your customers and of course, yourself—the producer. Your extended supply chain adds your supplier’s supplier and your customer’s customers to create your extended supply chain. In order to maximize your competitive advantage you need to strengthen your whole supply chain (the extended supply chain) and turn-it into a value chain. Converting supply chains into value chains is a powerful strategy. Supply chains consist of weak bonds and can be broken easily by a new supplier. Value chains are made of strong bonds and are harder to break. Also, Supply Chains generally include activities like, Inbound logistics, Operations, Outbound logistics, Marketing and Sales,...
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...Quality Control Quality Control Quality Training Manual Kajohn Hillman 6/23/2014 Table of Contents I. Introduction i. History of quality Management ii. The need for Quality Management II. The Role of Leadership i. Role they play in the success ii. Firms adoption of roles and effects of nonexistent role modeling iii. Monitoring and Metrics within the quality management improvements III. General Quality Strategies and Tools i. Establishing customer expectations ii. Designing quality in iii. Defining metrics iv. Mistake-proofing v. Kaizen vi. Six Sigma IV. Quality Tactics and the Logistics and Supply Chain Functions i. What tools are applicable internally ii. What tools are applicable externally with vendors V. Week 5: Roll-Out i. A communication plan ii. Sequence of steps to get personnel trained iii. Stakeholders on board I. History Of Quality Management The history of quality management and the movement can be traced as far back as medieval times in Europe when craftsmen and tradesmen organized themselves in unions called guilds which predate the 13th century. It wasn’t until the 19th Century when the industrial manufacturers of the world adopted this model of craftsmanship. The system had its emphasis on the inspection process which started in Great Britain during the 1700’s and grew immensely during the Industrial Revolution of the 1800’s. In the 20th century these manufacturers...
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...kHz, 278mVPP. In this lab, methods of improving measurement accuracy, dealing with floor noise and averaging were all explored. Overall this lab was a useful tool in understanding the lab equipment. RESULTS AND DISCUSSION: PART 1 - QUESTION 1 i) A 1 kHz, 2.78 VPP sinusoid wave is displayed with trigger level at 200 mV (rising edge). See Fig.1 Fig.1: Time Domain Representation of Signal Power dissipated in the load: P_load=〖V_rms〗^2/R , where V_rms=V_amp/√2 and V_amp=V_PP/2 So, V_amp=(2.78 "V" )/2=1.39 "V" and V_rms=(1.39 "V" )/√2=0.9829 "V" Hence, P_load=((〖0.9829 "V" )〗^2)/(50 "Ω" )=19.32 "mW" ii) When we set the triggering level to 1.5V, the resulting signal displayed is an unstable one. The reason for this is because the trigger level must be on the rising or falling edge. iii) A 1 kHz, 2.78 VPP sinusoid wave is displayed and the accuracy of the measurement is calculated. The volts/division is equal to 500 mV. See Fig.2 Fig.2: Accuracy of Time Domain Representation of Signal error = 2% Vfs , where Vfs= (number of spaces) x (volts/division) So, Vfs = 8 x 500 mV = 4 V Hence, error = 2% x 4 V = 80 mV Thus, Accuracy = 2.78±0.08VPP iv) The embedded functions on the oscilloscope are explored to improve the quality of the measurement. One of these functions was to use the ‘fine’ volts/Div to display the signal across the entire screen of the oscilloscope. As a result a more accurate measurement can be made. See Fig.3...
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...Organizational Systems and Quality Leadership Task 2 LaToya Diaz Western Governors University Organizational Systems and Quality Leadership Task 2 A. Root Cause Analysis The Root Cause Analysis is a technique used to determine what happened, why it happened and determine things to do to prevent a reoccurrence. * At 3:30pm a patient arrived to the Emergency Department with a dislocated hip and was experiencing elevated respiration rate of 32 and a significant pain score of 10/10 * At the patients time of arrival there was 1 RN, 1 LPN, 1 Secretary, 1 Emergency room physician, and an in house respiratory therapist on staff at the time of the patient’s arrival and there were two other patients being cared for. * The physician decides to do a reduction of the patients left hip and need to have the patient at an appropriate sedation level * At 4:05pm the nurse administered Diazepam 5mg IV per the physicians order. * At 4:15pm the nurse gave Hydromorphone 2mg IV per the physicians order. * At 4:20pm the patient is still not sedated enough and the nurse gives an additional Diazepam 5mg IV and Hydromorphone 2mg IV. * At 4:25 Proper sedation is achieved and the physician performs a reduction of his left hip. * At 4:30pm the procedure was complete and the nurses are alerted to another patient in route to the ER in acute repertory distress and the nurse places the patient on an automatic blood pressure machine to monitor B/P and pulse oximetry. ...
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...Quality Practices at Nissan Motor Company Management 532 Table of Contents TITLE PAGE………………………………………………………………………..1 TABLE OF CONTENTS…………………………………………………………..2 ABSTRACT………………………………………………………………………….3 CHAPTER I – INTRODUCTION…………………………………………………4 CHAPTER II – PLAN DEVELOPMENT………………………………………..5 CHAPTER III – ANALYSIS……………………………………………………….7 CHAPTER IV – OUTLINING FINDINGS………………………………………..8 CHAPTER V – SUMMARY AND RECOMMENDATIONS…………………..9 REFERENCES…………………………………………………………………….11 Abstract Nissan Motor Company, Limited, is a global corporation with three automotive businesses (Nissan, Datsun and Infiniti) and a marine business (Nissan Marine). Nissan Motor Company and its sub-companies practice quality management using a Field Quality Center concept with 7 seven centers located around the world to serve customers. This group project discusses Nissan Motors Corporation’s history, recent quality downturn and their attempt to “expedite improvements that exceed customer expectations” to regain their lost reputation for quality. We will examine what and how quality practices have been developed and implemented by the Nissan Motor Company in response to these recent trends. In addition, we will determine if adopted quality practices have been successful in fostering a...
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...2. Theoretical Background 2.1 Definition of HRD A set of systematic and planned activities designed by an organization to provide its members with the necessary skills to meet current and future job demands. The HRD functions are; Training and Development Organizational development Career development. Training and Development Training is the process of improving the knowledge, skills and attitudes of employees for the short term, particular to a specific job or a task e.g. Employee orientation Skills and technical training Coaching Counseling Development is preparing for future job responsibilities, while increasing the capacity to perform at a current job. e.g. Management training Supervisory development In the field of HRM, Training and development is the field concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational setting, it has been known by several names including; employee development, leaning and development etc. Training and development encompasses three main activities. They are; Training, Education and Development. The principal objective of training and development divisions in to ensure the availability of a skilled and willing work force to an organization ensures that randomness is reduced and learning or behavioral change take place...
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...consideration Direct interaction Parties Issues under consideration Selection Interview: Direct interaction between an employee and candidate to determine the suitability of that individual for job/organization Issues while conducting the interview: Factors that affect the usefulness of interview: i. First impression BIAS (SNAP judgment) The interviewer should consider evaluating a candidate based on its overall behavior and knowledge about the contents of the job instead of making assessment regarding the candidates based on snap judgment or first impression. ii. Non-verbal behavior: (Impressions Management) The interviewer must be vigilant (careful) about the non verbal communication including body language, gestures, eye contents, that may affect its performance in the interview and that may create false impression of the candidate regarding its job performance. iii. Job understanding: The interviewers must be appointed who can be considered as subject matter experts and who are familiar about the requirements of the job, understand the duties and responsibilities and know about the human specifications required to perform the job activities. iv. Contrast Errors/Candidate Order Error: The interviewer should consider the overall performance of a candidate instead of under acting or over acting that person because of the specific order in which the candidate appears in front of the panel and by making comparison of the candidates with each other...
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...aims of the organisation. It is about helping the individual employees to understand and recognize their part in contributing to the organisation’s success and thereby managing and improving the performance of both the individuals and the organisation. People must be managed to deliver superior performance that is in alignment with the values of the organisation. There is no easy or universally accepted definition of performance management. Nevertheless, it seems possible to recognize three major perspectives of performance management (Palan, 2002): 1. Managing organisational performance. 2. Managing employee performance, and 3. Integrating the management of organisational and employee performance. (Rogers, 1999) defines that the characteristics of performance management systems for managing organisational performance are that they are corporate systems which include the following processes as part of an integrated cycle of management: * Setting corporate policy and resource aims and guidelines, * Specifying within the above framework, a detailed set of plans, budgets, objectives, targets and standards of performance, and * Regularly and systematically reviewing the performance of all series. 1.1 Current Trends and challenges of implementing an effective Performance Management. How we can identify the suitable attributes for improvement? Filmer (2013) stated that the performance management process has been an established business practice...
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...operations management * Difference between leading and lagging metrics * Lean tools in the Wet Grinder Cluster * Current operational and environmental performance of firms in the Wet Grinder Cluster and suggestions for improvement The following design should be adhered to maintain the quality and standard of report a) This is to serve as a guide to the students in the presentation of research report. While the ideas, the findings and the inferences are of primary importance, their consideration by the reader depends in a large measure upon an orderly presentation. Normally there are three main parts each of which may have several sections as indicated below. The preliminaries: i. The Title page ii. Acknowledgement iii. Table of contents iv. List of tables v. List of figures vi. List of appendices vii. List of abbreviations used viii. Executive summary The text composed of: i. Introduction (Introduction to the title , Profile of Wet Grinder Cluster, Significance / Importance of the Study ,Objectives , Scope , Limitations) ii. Review of Literature iii. Methodology iv. Analysis and interpretation v. Findings and Inference vi. Recommendations / Suggestions The reference matter composed of: i. Appendix ii. References (APA Format) b) In addition to the above, the...
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...Job Title: Months in this Position: Date of Evaluation: Department: Review Period: PART I – Introduction Employee Commitment: Our Company recognizes that it’s employees are a crucial ingredient to the quality and success of it’s products and services. It is our commitment to support the development of our staff both professionally and personally and in doing so create an organization with the ability to exceed the expectations of the company, the individual and our clients. Purposes of Performance Reviews: The primary purpose of a performance review is to encourage staff development and strengthen the departments overall effectiveness by: 1. identify specific indicators of achievement 2. pin‐point areas of greatest/least effectiveness 3. stimulate improved performance 4. aid in promotion, retention and salary decisions 5. clearly define the goals and objectives of the organization 6. develop mutually established employee focused goals and objectives 7. increase employer‐employee communications 8. evaluate effectiveness of management Review Expectations: Each employee is entitled to a thoughtful and careful review. Performance review success depends on both the supervisor’s willingness to complete a constructive and objective assessment, and on the employee’s willingness to respond to constructive suggestions for improvement and work with the supervisor to identify, overcome, and establish goals and objectives that will eliminate performance barriers...
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