Xem 1-20 trên 384 kết quả Continuous improvement
  • Quality Management thinking has influenced a revolution in the way organizations are managed over the past few decades. Ideas such as customer focus, ethical management, continuous improvement, Six Sigma, leadership and organizational learning have all been impacted by – and in some cases developed from - this important field. This study guide provides a coherent view of the underlying principles quality management, and how these relate to practical application in a range of organizations.

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  • Chapter 5: Tools to Investigate Improvement Opportunities. We have discussed the assessment, plotting, and analysis of both PD and PP maturity level data. We know how to target those knowledge areas that should be further investigated for improvement opportunities. We have suggested a few approaches for ranking improvement opportunities. In this chapter we look under the hood at a knowledge area or individual process within a knowledge area to analyze the PD or PP performance to define potential areas for improvement initiatives.

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  • Total quality management, now a well known idea, is a philosophy of management for continuously improving the quality of products and processes. The idea is that the quality of products and processes is the responsibility of everyone who is involved with the development and/or use of the products or services. TQM involves management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations.

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  • They expect to get business value in the way of a higher success rate on the projects they undertake and a more effective and efficient execution of projects. When it does not happen, which is often the case, they need to aggressively develop a strategy to get that return. A continuous quality improvement program centered on project management is their best strategy. Some turn to a portfolio management approach, while others establish a PMO to support projects. Even others invest heavily in a six-sigma program....

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  • Chapter 1: Introduction to the Process Improvement Life Cycle. Designing, documenting, and implementing a project management methodology is a major undertaking. It is met with several obstacles, including: • Cultural and organizational barriers to change; • Replacing existing project management habits; • Rugged individualism of technical professionals. An organization will never reach the point where it is safe to say that all three of these obstacles have been neutralized. In fact, these obstacles will continuously plague projects for as long as there are projects to be plagued.

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  • Let us put ‘Six Sigma’ aside for the moment. Instead, let us reflect on some real-life scenarios in a number of quite different organizations. Take the machine shop whose machines are not exactly new. They have great difficulty meeting the tolerances and are continually pressed to meet almost impossible...

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  • Total quality management, now a well known idea, is a philosophy of management for continuously improving the quality of products and processes. The idea is that the quality of products and processes is the responsibility of everyone who is involved with the development and/or use of the products or services. TQM involves management, workforce, suppliers, and even customers, in order to meet or exceed customer expectations.

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  • This is the fifth book in the series of five ITIL core publications containing advice and guidance around the activities and processes associated with the five stages of the service lifecycle. The primary purpose of the continual service improvement stage of the service lifecycle is to learn from experience and to apply that learning in order to continually improve the quality of IT services and to optimize costs.

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  • Chapter 6: Commissioning Improvement Initiatives At this point we have assembled all of the tools we will need to implement a continuous project management process improvement program. Our next task is to put all of this together into a coherent program that moves our project management culture from its current maturity level to a desired end state. That end state may encompass all 39 project management processes, all nine knowledge areas, or only a selected number of processes or knowledge areas.

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  • Chapter 8: Closing Thoughts Companies are beginning to realize that they have to get a better return on their project management investment. Many have spent hundreds of thousands of dollars and thousands of hours of employee time building a project management methodology for their organization. They expect to get business value in the way of a higher success rate on the projects they undertake and a more effective and efficient execution of projects. When it does not happen, which is often the case, they need to aggressively develop a strategy to get that return.

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  • Chapter 7: Case Study: B. Stoveburden Trucking Company Improvement initiatives may be little more than educated guesses at the ideas and activities that have the potential of improving the maturity level of a process or knowledge area. Remember, they may have come as a result of a brainstorming session. Even though they are the task force’s educated guesses, they are expected to result in some level of improvement. That expectation may even be stated quantitatively.

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  • This book covers the area of Operations Strategy. This is defined in chapter 2 before formulation methods for operations strategy are discussed in chapter 3. Operations strategy is considered in many organisations as the implementation of an improvement approach such as lean operations. Chapters 4 to 8 cover various improvement approaches including lean, BPR, ERP, TQM and Agile Operations. Chapter 9 covers the area of projects which provide the organisational structure around which operation strategies are implemented.

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  • Those students who are admitted to the CSU and have not demonstrated proficiency in English or math in their senior year of high school take the English Placement Test (EPT) and the Entry Level Math Test (ELM) as a way of ensuring they are placed in the appropriate classes upon enrollment in the university. All campuses are committed to implementing effective practices to guide and support first time freshman in attaining college level proficiency.

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  • Supervisors, managers and their co-workers seemed to be attending an awful lot of training courses, but this didn’t seem to have the impact on ‘onthe- job’ performance that it needed to have. In fact many managers were disillusioned with much of the training and development activity going on. At the time, most training programmes suffered from a lack of measurable, clearly specified outcomes and measured results. Most training programmes were evaluated on the ‘Did you enjoy it?’ measure, or people sat for a threehour theory exam.

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  • In this paper, we investigate the use of paste additives to improve the performance of a horizontal plate, lead–acid battery. The horizontal plate battery can deliver high power for electric and hybrid electric vehicle applications. We develop a series of designs having different paste additives to continuously improve the specific energy ŽW hrkg. performance of this battery. Computer models, previously developed and reported, are used to estimate the specific energy performance of these designs.

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  • "Is Six Sigma the exclusive domain of manufacturing and service operations, or can excellence be mandated (and achieved) throughout an entire organization? This refreshing book reveals how to apply the legendary quality assurance program across all departments and processes, creating a permanent, company-wide Six Sigma culture. Author Alan Larson, a Motorola veteran, has created a simple and practical Continuous Improvement model, and offers a strategy for managing the change to Six Sigma-driven operations and philosophy.

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  • Upstream and downstream linkages contribute to ME’s innovativeness. However, most of the technological progress is based on the industry’s own R&D capabilities and its broad knowledge of process technologies. One of the outstanding examples in this respect has been the so-called Compact Strip Production (CSP). Developed by a European firm at the end of the 1980s, this technology enables steel works to invest in a capital and energy saving process. It has been based upon the integration of steps that have been carried out separately in former times.

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  • Network Service Providers continue to operate under increasing demands for guaranteed service reliability. Providers that are actively deploying new technology and networks are carefully scrutinizing all components that go into a deployment for performance and reliability. Fiber optic cable assemblies are no exception. To help ensure network integrity, service providers have turned to standards organizations, suppliers and independent test agencies to develop programs that can ensure fiber optic cable assembly performance and reliability.

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  • Continuing education (CE) is the process by which health professionals keep up to date with the latest knowledge and advances in health care. However, the CE “system,” as it is structured today, is so deeply flawed that it cannot properly support the development of health professionals. CE has become structured around health professional participation instead of performance improvement. This has left health professionals unprepared to perform at the highest levels consistently, putting into question whether the public is receiving care of the highest possibly quality and safety....

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  • Database systems are a key component behind many of today’s computer systems. As a consequence, it is crucial that database systems provide correct and contin- uous service despite unpredictable circumstances, such as software bugs or attacks. This paper presents the de- sign of Byzantium, a Byzantine fault-tolerant database replication middleware that provides snapshot isolation (SI) semantics. SI is very popular because it allows in- creased concurrency when compared to serializability, while providing similar behavior for typical workloads.

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