Abstract Over the past years, and as a result of high profile firm failures, the economic crisis, and increased regulatory pressure, many organizations have placed a large emphasis on financial risk assessments. The risk assessment process is needed to identify risks that need to be treated within an organization, as well as to provide strategies and methods that are most appropriate to treat these risks. Because many organizations are poorly aligned between their risk exposure and their risk
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Producing R E S U LT S Proven Solutions in Today’s Challenging World WORLD CONFERENCE ON QUALIT Y AND IMPROVEMENT 2012 ASQ MAY 21–23, 2012 Anaheim, California Anaheim Convention Center wcqi.asq.org Preliminary Program General Information 2012 ASQ WORLD CONFERENCE ON QUALIT Y AND IMPROVEMENT Conference Location Anaheim Convention Center 800 West Katella Avenue Anaheim, CA 92802 www.anaheimconventioncenter.com Attendee Registration Hours (Subject to change) Saturday
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SIPOC diagram The SIPOC (Supliers, Inputs, Outputs, Customers) diagram is a portion of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology. The diagram is used to help define a particular project that is not well scoped and is generally used at the Measure phase of DMAIC. The diagram is a very useful tool helping teams identify all relevant elements of a process improvement project before work begins (Simon, 2010). Steps to complete a SIPOC Diagram: 1. Create an area
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The quality improvement project I chose to critique focused on decreasing the occurrence of postoperative surgical site infections following a cesarean delivery. This project was initiated in August 2014 at the hospital in which I am employed. It was started in response to our elevated number of surgical site infections. The rates of surgical infections had been slowly increasing over the previous year but stayed below our benchmark of 1 out of every 100 procedures. When our infection rate rose
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------------------------------------------------- EXPERIENCE: I am working for RAYA Contact Center as 1 – Customer Service Supervisor (from January 2009 up to date) (RAYA distribution & NBG bank & Fawery & Mellon & social fund for development projects) included the following tasks * Communicate with the call center clients concerning the business / operational results * Supervises and directs the activities of the project’s TL * Apply the problem solving technique whenever any KCRP
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Overview of Organization: I am choosing the real time organization I am working in for my project, GE Healthcare is a one of the top three organization in to provide healthcare diagnosis equipment in the world , this organization is more than 10 decades old and is pioneer in implementing Six sigma in the all an every SDL of the operation. The headquarter of GE Healthcare is in Milwaukee, WI and has world biggest Distribution Center in Carol Stream, IL where we have $200 million of inventory and this
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fastest-growing businesses. Although its revenues have been growing 30% annually, the division has had a big loss. And its business is at risk due to its poor customer service. So the Executive Vice President wants an immediate update on the ongoing Six Sigma project to improve the efficiency and effectiveness of the Health and Welfare Service Delivery Process. EBO’s operation is inefficient and ineffective, negatively impacting the profitability and service levels of the Health and Welfare Service Delivery
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quality control standards are the hallmarks of Hartman Industry’s” (University of Phoenix, 2009). Hartman Industry’s has found success by focusing on improvement in the area of research and development and the organizations ISO 9000 standards and Six Sigma processes. The industry plans to continue to improve its quality management system and develop and implement the requirements for that system. Quality Management System Hartman Industry’s LLC, has strived to be a top notch leader in researching
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CATERPILLAR FINANCIAL SERVICES CORPORATION TABLE OF CONTENTS AND FIGURES LIST P: Organizational Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Figure P-1 Figure P-2 Figure P-3 Figure P-4 Figure P-5 Figure P-6 Figure P-7 1: Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .6 Figure 1-1 Figure 1-2 Figure 1-3
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deployed a new media called U-Verse and extended its high-speed internet into rural areas. ( en.wikipedia.org/wiki/AT&T) Leveling the playing field AT&T quickly realized that the competition for high-speed internet involved completing six to ten jobs a day, where as U-Verse technicians were struggling to complete one or two a day. Management needed to determine a way to increase productivity and efficiency and decrease short comings. The company had to answer these key questions:
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