QUALITY MANAGEMENT MBA 453 PAPER 453 : QUALITY MANAGEMENT Unit – 1 Concept of Quality – Quality as customer delight – Quality as meeting standards – Actual vs Perceived quality – Concept of total quality – Design, inputs, process and output – Need for Quantity – Function of quality – Philosophy of quality – Old vs new – Quality as a problem and as a challenge – 6 sigma concept. Unit – 2 Quality Management : Fundamentals evolution and objectives – Planning for quality – Quality process –
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FIM ASSIGNMENT General Motors Prepared by: CharuSingla, CFM Roll #07 AnkitSrivastava, IM Roll #05 Aniket Singh, CFM Roll #04 RakeshJha, CFM Roll #14 Vishal Suri, CFM Roll #22 AbhishekGoel, CFM Roll #02 General Motors 2013 Acknowledgment The project would not have been possible without the kind support and help of many individuals. We would like to extend my sincere thanks to all of them. We are highly indebted to Mr. D.C.Singhal for his guidance and constant supervision as well as for providing
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Gujarat Cooperative Milk Marketing Federation Amul Brand Amul is the No. 1 dairy brand in India. Their products are sold internationally e.g. Australia, Japan, Hong Kong and China. Amul has firm commitment to corporate social responsibility. They have gained much international recognition, e.g. Case Study for Harvard Business School, for the brand’s contribution to local farmers. Such commitment guarantees high quality production of their range of products GCMMF: An Overview Gujarat
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9-805-130 REV: JULY 8, 2009 LYNDA M. APPLEGATE ROBERT AUSTIN ELIZABETH COLLINS IBM's Decade of Transformation: Turnaround to Growth This is my last annual letter to you. By the time you read this, Sam Palmisano will be our new chief executive officer, the eighth in IBM’s history. He will be responsible for shaping our strategic direction as well as leading our operations. . . . I want to use this occasion to offer my perspective on what lies ahead for our industry. To many observers today
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2014 ANNUAL REPORT AND PROXY STATEMENT Chipot le Mexican Grill, Inc. 1 401Wynkoop Street, Suite 500 en er, 0 0 arch , 01 5 DEAR FELLOW SHAREHOLDERS: When we set as our mission to change the way people think about and eat fast food, we knew it was a big and dif cult, but ery important, goal n establishing this mission for hipotle, we belie ed that we had a food culture and a people culture that would allow us to create a new fast food model, and unit economics that would enable us to do this in
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MODULE ONE THEORY AND CONCEPT OF ENTREPRENEURSHIP STUDIES Learning Objectives At the end of this module students should be able to; Discuss the origin of Entrepreneurship Define the concept “Entrepreneur” List the roles and characteristics of an Entrepreneur State the motivational factors of Entrepreneurship. UNIT ONE: ORIGIN AND CONCEPTS OF ENTREPRENEUR AND ENTREPRENEURSHIP Objectives: At the end of this unit students should be able to; Compare and contrast
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The Hard Side of Change Management LEADERSHIP THE HARD SIDE OF CHANGE MANAGEMENT BY HAROLD L. SIRKIN, PERRY KEENAN, AND ALAN JACKSON FROM THE OCTOBER 2005 ISSUE 1 W $8.95 HEN FRENCH NOVELIST JEAN-BAPTISTE ALPHONSE KARR WROTE “PLUS ÇA CHANGE, PLUS C’EST LA MÊME CHOSE,” HE COULD HAVE BEEN PENNING AN EPIGRAM ABOUT CHANGE MANAGEMENT. FOR OVER THREE DECADES, ACADEMICS, MANAGERS, AND CONSULTANTS, REALIZING THAT TRANSFORMING ORGANIZATIONS IS DIFFICULT
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Is CEO Power Bad? E. Han Kim and Yao Lu1 Abstract Recent evidence suggests that CEO power reduces shareholder value and the efficacy of incentive pay systems. To better understand how the power affects firm governance and performance, we decompose CEO power into three dimensions--structural, ability based, and ownership related. While structural power is indeed harmful--it is associated with higher managerial entrenchment, lower pay for performance sensitivity (PPS), and weaker firm performance--its
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Chapter 1 Introduction to Strategy * Strategy: Theory of how to gain competitive advantages. (How competition is going to evolve, and how that evolution can be exploited for competitive advantage.) Based on knowledge of the marketplace and based on the firm’s capabilities and resources. a) Being different from your rivals b) Creating value while containing costs c) Deciding what to do and what NOT to do d) Combining activities to land in a unique market position
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John Wiley & Sons, Inc. Copyright © 2010 by Thomas A. Meyer. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission
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