THE CONCEPT AND PRACTICES OF SUPERVISION/INSPECTION IN KWARA STATE PUBLIC PRIMARY SCHOOLS BY S. A. ONASANYA Ph.D. DEPARTMENT OF SCIENCE EDUCATION, FACULTY OF EDUCATION, UNIVERSITY OF ILORIN, ILORIN, NIGERIA. Introduction The sudden explosion of pupils population coupled with the attendant increased complexity of the school organization and the introduction of the new school basic system of 6-3-3-4 or 9-3-4 (?) system of education in the country has indeed necessitate a greater attention of supervision
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Topher Stills MGT502 Case Study Chapter 16 The following case study examines an inquiry about lean training from a production manager to a professor. Although the case is short, the responses from both parties imply hidden concerns about lean management and philosophies. It is important to note that numerical data is not present and the analytics of this case is based of behavioral and philosophical indications from the involved parties. The backbone of this paper is to acknowledge the barriers
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reduction by meeting its SLAs and KPIs – limited value-add. Need a comprehensive strategy / roadmap Other areas 4 Supplier management: No established preferred supplier list leading to long lead time. Lack of supplier evaluation leading to lower quality 2 Logistics organization: Decentralized organisation with limited oversight from HO ~20% spend influence. Limited volume pooling and cost savings. 5 Procurement Strategy Procurement Organization Strategic Sourcing Operating process management
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healthcare continued and there were new initiatives introduced to control cost and improve quality of care. According to Wang, “improving healthcare quality includes many methods. Pay-for-performance (P4P) and public reporting (PR), of hospital quality data have become two strategies to improve the quality in healthcare”. P4P & PR are new payment methods for care based on value not volume. While, the Health Security proposal did have a report card to monitor the quality of the plans it did not have any
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Five Star Value Carrier: Business Transformation Plan (BTP 2) Disclaimer This Business Transformation Plan (BTP 2) document is issued to staff and external stakeholders with the following disclaimer in line with Bursa Malaysia guidelines: 1. These headline Key Performance Indicators (KPIs) in the BTP 2 are targets/aspirations set by Malaysia Airlines to reflect transparent performance management practices. To all intents and purposes, financial figures referred to as ‘forecasts’ and ‘estimates’
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"Building the Pyramid: Reaching Your Organization's Knowledge Peak" Michael, Director – Learning Performance December 5th, 2006 • How do you build any structure for learning successfully? • Environmental constraints and considerations? • What are the guides to ensuring knowledge success in the future? • What to do when you hit the summit? How do you build any structure successfully? • Target and Goals Several of the initial thoughts of any new company
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Analyst with a collateral duty to work on the Cultural Transformation Initiative. This initiative began in 2011 and became a priority of the Secretary of my agency. The initiative is to ensure that all employees have the opportunity to meet their full potential by improving every area that affects employees’ reaching their full potential within the agency such as Human Resources, Civil Rights, Leadership, and Process Improvement. My job as well as other employees who have taken on this collateral
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Learning: The Training and Experiences of Quality Award Examiners and Assessors Prof. V.K. Susil Kumar Faculty and Manager – Placements Institute for Technology and Management, 11/D 14, Fourth Main Road, SIPCOT IT Park, Siruseri, Rajiv Gandhi Salai (OMR), Pudupakkam Post, Chennai – 603103 Landline: 044-32974148 Mobile: 9380502425 Abstract The Training and Experiences of Quality Award Examiners and Assessors aim to show that developments in the quality award assessment process in organizations
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tarnish the company’s image. Thus, in an effort to reconstruct this persona, the company improved in its total quality management (“TQM”) program which resulted in many new marketing strategies including, global advertising campaigns, technological developments, quality and safety reforms (Kozaki, Oura & Amasaka, 2012). Specifically, this included one of the new marketing initiatives included an international computer database being able to track all repairs, while decreasing customer complaints
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Execute Strategy By John Gillett, CPA; Ross Fink; and Nick Bevington 6 SIGMA In 2001, Caterpillar launched its 6 Sigma program to drive change to achieve the company’s long-term strategic goals (Caterpillar uses 6 Sigma to identify its Six Sigma initiatives). This 6 Sigma process was, and continues to be, extremely successful. Some of the results include first-year benefits that exceeded implementation cost and achievement of the revenue goal two years earlier than planned. We’ll briefly discuss Six
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