Total Quality Management a short Overview I. Total Quality an Overview icon

Total Quality Management a short Overview I. Total Quality an Overview



НазваниеTotal Quality Management a short Overview I. Total Quality an Overview
Дата конвертации17.07.2012
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1. /Big Picture/@PHIL.DOC
2. /Big Picture/AIESEC.doc
3. /Big Picture/Big Picture.doc
4. /Big Picture/Big Picture1.doc
5. /Big Picture/ENGLISH/@NATURE.DOC
6. /Big Picture/ENGLISH/AIESEC Nature.doc
7. /Big Picture/ENGLISH/AIESEC_history.doc
8. /Big Picture/ENGLISH/HISTORY.TXT
9. /Big Picture/ENGLISH/OBJECTIV.TXT
10. /Big Picture/ENGLISH/PHILOS.DOC
11. /Big Picture/ENGLISH/PHILOSOF.TXT
12. /CEMOS/CEMOS отзыв1.doc
13. /CEMOS/CEMOS отзыв2.doc
14. /CEMOS/SWF.DOC
15. /ENALDS/SCENARIO.DOC
16. /ENALDS/WHAT.DOC
17. /ENALDS/WHY.DOC
18. /EUROLDS/AIESECER/BUDGET.DOC
19. /EUROLDS/AIESECER/COACH.DOC
20. /EUROLDS/AIESECER/COMMUN.DOC
21. /EUROLDS/AIESECER/CREA.DOC
22. /EUROLDS/AIESECER/FACILIT.DOC
23. /EUROLDS/AIESECER/FUNDR.DOC
24. /EUROLDS/AIESECER/LEARNING.DOC
25. /EUROLDS/AIESECER/MARKET.DOC
26. /EUROLDS/AIESECER/ORGANL~1.DOC
27. /EUROLDS/AIESECER/PROJMGMT.DOC
28. /EUROLDS/AIESECER/TEAM.DOC
29. /EUROLDS/AIESECER/TEAMY.DOC
30. /EUROLDS/AILI.DOC
31. /EUROLDS/EXTERNE/BRIT_AIR.DOC
32. /EUROLDS/EXTERNE/BR_A_OH.DOC
33. /EUROLDS/EXTERNE/DEREK.DOC
34. /EUROLDS/EXTERNE/FR.DOC
35. /EUROLDS/EXTERNE/LIST.DOC
36. /EUROLDS/FUNDR.DOC
37. /EUROLDS/MARKET.DOC
38. html">/EUROLDS/OUTAGEN.DOC
39. /EUROLDS/PROJMGMT.DOC
40. /Exchange/4LCECE.DOC
41. /Exchange/I2MX_OHS.DOC
42. /Exchange/INTRO2MX.DOC
43. /Exchange/INTRO_X.DOC
44. /Exchange/JR_SKILL.DOC
45. /Exchange/MARK_X.DOC
46. /Exchange/PRESENT.DOC
47. /Exchange/SELLINGX.DOC
48. /Exchange/SN_SIDE.DOC
49. /Exchange/TN_SIDE.DOC
50. /Exchange/XGUIDE93.DOC
51. /HR & D/AIESEC.DOC
52. /HR & D/ANALYSE.DOC
53. /HR & D/Agenda of LTS.doc
54. /HR & D/DESTRUCT.DOC
55. /HR & D/Educate.doc
56. /HR & D/Evaluation form.doc
57. /HR & D/FEEDBACK.DOC
58. /HR & D/HR/ICE.DOC
59. /HR & D/HR/LDS/LISTEN.DOC
60. /HR & D/HR/LDS/MEETING.DOC
61. /HR & D/HR/LDS/PERFORM.DOC
62. /HR & D/HR/LDS/PRESENT.DOC
63. /HR & D/HR/LDS/RM.DOC
64. /HR & D/HR/LDS/TEAM.DOC
65. /HR & D/HR/LDS/TNM.DOC
66. /HR & D/HR/LDS/TQM.DOC
67. /HR & D/HR/WAHANDBK.RTF
68. /HR & D/HR.DOC
69. /HR & D/HR_MANUAL.doc
70. /HR & D/INTEGRAT.DOC
71. /HR & D/LC Management & Planing.doc
72. /HR & D/LEARNING.DOC
73. /HR & D/Liflet of AIESEC.doc
74. /HR & D/MOTIVATE.DOC
75. /HR & D/Member Development.doc
76. /HR & D/NTT.doc
77. /HR & D/PLAN_N.DOC
78. /HR & D/PLAN_OH.DOC
79. /HR & D/PREPARAT.DOC
80. /HR & D/Recruit.doc
81. /HR & D/Recruitment Booclet'97.doc
82. /HR & D/SELECT.DOC
83. /HR & D/TAKEOVER.DOC
84. /HR & D/TEAM.DOC
85. /HR & D/TRANPLAN.DOC
86. /HR & D/TR_4_TR.DOC
87. /HR & D/TR_GUIDE.DOC
88. /HR & D/Transition in X.doc
89. /HR & D/Анкета для поступающих.doc
90. /HR & D/Мотивация собственными силами.doc
91. /HR & D/Набор в AIESEC 1.doc
92. /HR & D/Набор в AIESEC 2.doc
93. /HR & D/Набор новичков.doc
94. /HR & D/Основные идеи Teambilding в ГАУ.doc
95. /HR & D/Письмо OC.doc
96. /HR & D/Пояснения.doc
97. /HR & D/Правила1.doc
98. /HR & D/Правила2.doc
99. /HR & D/Тренинг для тренеров.doc
100. /HR & D/Что делать.doc
101. /PROJECTS/MNGT_OH.DOC
102. /PROJECTS/MNGT_OH1.doc
103. /PROJECTS/PJFALL.DOC
104. /PROJECTS/PLAN_OH.DOC
105. /PROJECTS/PM.DOC
106. /PROJECTS/PMGMT1.DOC
107. /PROJECTS/PM_LDS.DOC
108. /PROJECTS/PRJ_BUDG.DOC
109. /PROJECTS/PRJ_FR.DOC
110. /PROJECTS/PRJ_MNGT.doc
111. /PROJECTS/PRJ_PLAN.DOC
112. /PROJECTS/PROJECT.doc
113. /PROJECTS/PROJMGMT.doc
114. /PROJECTS/Project Mamagement from SSS.doc
115. /PROJECTS/Project cycle.doc
116. /Personal Skills/12HABITS.DOC
117. /Personal Skills/12HAB_OH.DOC
118. /Personal Skills/5LAWS.DOC
119. /Personal Skills/7HABITS.DOC
120. /Personal Skills/7HABITS1.DOC
121. /Personal Skills/COACH.DOC
122. /Personal Skills/CREA.DOC
123. /Personal Skills/LEARNING.DOC
124. /Personal Skills/PROACT.DOC
125. /Personal Skills/THEEND.DOC
126. /Presentation Skills/PREPARAT.DOC
127. /Presentation Skills/PRESENT.DOC
128. /Presentation Skills/PRES_LDS.DOC
129. /Presentation Skills/PRES_TE.DOC
130. /Presentation Skills/PRES_TE1.DOC
131. /Presentation Skills/PRES_TR.DOC
132. /Presentation Skills/PRES_TRG.DOC
133. /Presentation Skills/VISPRES.DOC
134. /Presentation Skills/VISUALIS.DOC
135. /Presentation Skills/Visualis&presentation_skills.doc
136. /Public Relations/MEDIA.DOC
137. /Public Relations/PRESS.DOC
138. /Игры/@GAME.DOC
139. /Игры/A CHIILD ON TELEVISION.doc
140. /Игры/COMGAMES.DOC
141. /Игры/CONCENTR.DOC
142. /Игры/GAMES.DOC
143. /Игры/GETTING TO KNOW EACH OTHER.doc
144. /Игры/HUMAN BINGO.doc
145. /Игры/HUMAN SCULPTURE.doc
146. /Игры/HUMOUR AND STEREOTYPES.doc
147. /Игры/IN EVERY CASE.doc
148. /Игры/INTERACT.DOC
149. /Игры/LEADERS.DOC
150. /Игры/LEADGAME.DOC
151. /Игры/ME AND MY ENEMY.doc
152. /Игры/MGMT&PL.DOC
153. /Игры/MY HERO.doc
154. /Игры/PARTY.DOC
155. /Игры/PARTY1.DOC
156. /Игры/PERSONAL SHELD.doc
157. /Игры/Roleplay.doc
158. /Игры/THE MEDIA AND OUR LIVES.doc
159. /Игры/THE TEN SYMBOLS OF THE PACK METHODOLOGY.doc
160. /Игры/THE TREASURE.doc
161. /Игры/VICTIMS.doc
162. /Игры/ZOO.DOC
163. /Игры/Викторина.doc
164. /Игры/Сборник игр AIESEC.doc
165. /Песни/13COUN~1.DOC
166. /Песни/1SONG2.DOC
167. /Песни/BIRTH.DOC
168. /Песни/BIRTH.TXT
169. /Песни/PESNYA.doc
170. /Песни/SONG1.DOC
171. /Песни/SONG2.DOC
172. /Песни/song_lts.doc
Сущность aiesec
Что такое aiesec ?
Теперь представьте себе, что это не корпорация, а
Aiesec big picture I
Overview of aiesec
Overview of aiesec
The history of aiesec
Aiesec's philosophy statement values Belief in mutual respect for cultures and equality of people Vision
Cemos (spirit и тренинги)
Начнем с начала. Приземление не помню
Reflections on the State of the World Forum
Project–Planning “Poverty and the 21st Century”
Enalds ‘95 Training Session: what
Enalds ‘95 Training Session: why
Eurolds’96 1st-7th of March, Cologne, Germany
It’s all in there. You’ve just got to work it out
Outline of the session
Aim: How can I use creativity to improve the quality of my life and my achievements?
Name (Phone-)Number
Fundraising presented by: borut lozar (ntt aiesec slovenia)
The Fifth Discipline, Peter Senge
Eurolds 1996
Organizational Leadership & Finance at Eurolds 1996
Schilfweg 6 77992 Freiburg-Munzingen
Team Management
Output for Team Management Training with Chris, Session One
Name (Phone-)Number
Aiesec leadership development conference
Rio summit agenda 21
Output of Leadership Skills (Plenary)
Outline of the Workshop fundraising/ company liaison
List of external trainers
Fundraising presented by: borut lozar (ntt aiesec slovenia)
Eurolds 1996
Output of eurolds
Schilfweg 6 77992 Freiburg-Munzingen
Lcece Training
A. How do we know who to market to?
Introduction to Marketing Exchange
Introduction to exchange
Outline time available
Aiesec international
Company presentations objectives of this session
Selling skills training Objective of the Training
Student Side Exchange Training
What is a tn? Exchange Training
1. Foreword 1 Preface 1 How To Use This Exchange Guide 1
Что такое aiesec ?
Job analysis
Aiesec mai moscow, 3-5 October 1997
Виды деструктивного поведения участников семинара
Learning & education in the lc
Интересность Полезность
Тренинг для тренеров
Icebreakers & games
Listening Skills
Productive Satisfying Appropriate
Commandments of High Performance
I. Introduction
I. Introduction
Team Management
Tn marketing xd the Heart of aiesec
Total Quality Management a short Overview I. Total Quality an Overview
Smart the 1997/98 work abroad handbook
Outline of the session
Книга о том, как работать с людьми в aiesec”
Интеграция новых членов в лк а. Кубанейшвили ncvpd 96/97
Lc management & Planning
The Fifth Discipline, Peter Senge
Что такое aiesec?
Мотивация национальная Конференция aiesec россии, Ноябрь 1996 Human Development Commission Summary
Member/Student Development
Aiesec russia National Trainers Team
Introduction
Stakeholders
Интерактивных семинаров
Но не забудьте о двух факторах
Определение
Selection in the local committee
Ncvpd 96/97 Дураки учатся на своих ошибках умные на чужих Хочешь получить повышение готовь себе смену
Группы команды
Transition Planning
I. введение закон 1
This document is designed to be used by
This document is designed to be used by
Как вы узнали об aiesec?
2. Group discussion (все вопросы в каждой группе)- 8 мин
Но не забудьте о двух факторах
Определение
Почти как у классика
X is our core Focus – higher schools
Здравствуйте!
Пояснительная информация
Правила поведения юного сурка на lts юный сурок не должен курить в своих комнатах, в столовой, в тренинг-комнатах или коридоре
Список аббревиатур и сокращений
Почти как у классика
Идея исследования
Идея исследования
Session : projects for all
Программа финансы
Mass Media person partners
Исследование: Насколько он реалистичен и отвечает запросам общества. Как он связан с деятельностью
Address: 472 Birch Saint-Lambert
National Conference’96
Project fundraising
Phases of the Project Management
How to plan your project?
Result of the session
Schilfweg 6 77992 Freiburg-Munzingen
Of course, this can vary from people to people, as well as from project to project. Some might have two or three categories, others, up to ten very separate categories
Project cycle Reality
Проактивность
Проактивность
Почему вы сегодня пришли на тренинг
7 навыков высокоэффективных людей
Замысла, применение на практике независимой воли
It’s all in there. You’ve just got to work it out
Aim: How can I use creativity to improve the quality of my life and my achievements?
The Fifth Discipline, Peter Senge
Личная победа навык №1: будьте проактивны
Начинайте с мыслью о конце принципы внутреннего руководства
Интерактивных семинаров
Time Medium
The key for being an expert in Presentation
I. Preparation of your speech
The key for being an expert in Presentation
I. Preparation of your speech
Company presentations objectives of this session
Time Medium
Time Medium
Time Medium
A few ideas and hints Patrick, Swiss National Committee 96/97
Media Releases
3. "Get to know game"
Aiesec romania Biblioteca de traininguri, 1998
Aiesec russia communication Games
Соncentration game
Игры приветствия
Aiesec romania Biblioteca de traininguri, 1998
Aiesec romania Biblioteca de traininguri, 1998
Aiesec romania Biblioteca de traininguri, 1998
Aiesec romania Biblioteca de traininguri, 1998
Aiesec romania Biblioteca de traiinguri, 1998
Тасовка карт
Игры к тренингам по лидерству
Соncentration game
Me and my enemy introduction
Lc management & Planning
Aiesec romania Biblioteca de traininguri, 1998
Собрала, записала и поделилась Ольга Ефимова vpd aiesec mаи list of contents
Aiesec games
Aiesec romania Biblioteca de traininguri, 1998
Собрание лк с участием новых и старых айсекеров
Aiesec romania Biblioteca de traininguri, 1998
Aiesec romania Biblioteca de Traininguri, 1998
Aiesec romania Biblioteca de traininguri, 1998
Aiesec romania Biblioteca de traininguri, 1998
Мальчики и девочки встают в круг через одного, кладут руки на плечи друг друга
Викторина по @ Когда был создан @ Russia? (1989)
Спичка передаётся губами, а бутылочка зажимается между коленями
13 countries, 13 cultures
Birth control
Birthcontrol (yesterday)
Songs to lts singing in the rain
Birthcontrol
Birthcontrol
Wind of aiesec

compiled and edited July 1997 by Sven Graber

sven.graber@student.unisg.ch




Total Quality Management
A Short Overview






I. Total Quality - an Overview


Total Quality is a term that describes, how a company run. It is a business philosophy that focuses on how people behave and approach their jobs. It represents a change in the way we think, and provides a set of common techniques that, if utilised fully and absorbed into the culture of a company and its employees, provide a bedrock for excellence in performance of all activities. The aim is to outshine our competitors by orientating the business to the satisfaction of customer needs, both present and emergent.


TQ is not mysterious or difficult to understand. It is simple, commonsense and even obvious. However, the challenge is in implementing the philosophies through all levels of a business so that they become the lifeblood of the day to day running.


So what is TQ? Strictly speaking, the definition is:


"Continuous improvement in meeting our customers requirements at optimum cost though harnessing the commitment of every person in the company"


Break this down into major concepts:


  1. "Meeting our customers requirements"

    A company provides a product or service to a customer in order to make money. Without the customer, the company cannot exist. Moreover, successful companies are those which have lots of satisfied customers, and can provide a product or service to those customers better than its competitors.

    To please our customers, we must know what they want from us. We must provide it to them. We must check what we have given them is what they want, and understand how we can improve on what we are currently doing to make sure that we anticipate their future requirements.

    Quality is more than just providing our external customers - consumers - with soap powder or deodorant. When you think about it, everyone in the business performs activities in order to achieve this end, but they may be quite remote from a supermarket shelf, ie. accountants, engineers, personal departments. These people deal almost exclusively with other workers within the company.

    What happens if they do a bad job? Does a person buying shampoo notice? Possibly not. In the long run, if a person or group of people inside the company is not doing what they should - providing accurate information, maintaining a machine, keeping pay records up to date - others within the company will start to have problems performing their job adequately. In the end, poor services or faulty output will impact on the customer. The idea that all steps in any process must be performed satisfactorily if the end consumer is to have their expectations met is called the quality chain.

    So by "customer" in the broadest sense we mean any person to whom we provide an output, whether they are internal or external to the company.



  2. "Continuous improvement"

    Continuous improvement revolves around the concept that there is always room to do things better. We should always be looking for faster, smarter, cheaper and more effective ways of performing tasks. If there is a problem, fix it. If a customer is unhappy, find out why.

    TQ provides us with an assortment of techniques for solving problems and improving the way things are done. It enables individual as well as team approaches. This might include a team using TQ methodology, problem solving techniques and tools such as force field analysis and cause effect diagram.

    The key to continuous improvement is to understand the business as a set of processes, information and material flow through all elements of the business, linking people and departments together. If each of these processes is analysed and fine tuned, the business as a whole will become more effective.

    Improvement can be done on a small scale - limiting the need for a form to be filled in - or on larger scale, implementing a manufacturing system. There is an inbuilt assumption that all processes can be improved, and a call to challenge the way things are currently done. Hence, new thinking and attitudes are required. How far can we improve? How do we know when we have reached an acceptable standard?

    There are two good answers. Firstly, our work environment, the markets our products are in, and our customer constantly changing. We must continuously adapt and improve just to keep up but cannot stop there. We must be best and fastest to keep ahead of the opposition. Secondly, we can measure our performance against the best companies anywhere, not just in our markets. Those who are considered leaders in excellence can be used as guide to our progress. The process of comparison is called "benchmarking".



  3. "At optimum cost”

    Companies operate to generate profits. They do this by selling products at a high price or keeping costs down, or a combination of these. Consumers may be prepared to pay more for a good product, but competition is fierce so we need to turn our cost structure to insure satisfactory returns are achieved. TQ encourages us to reduce waste, to simplify and streamline processes and thereby keep costs down. It is a rigorous and systematic method of examining how a company runs. It also implies that there is sometimes a trade-off between absolute customer satisfaction (delight!) and keeping costs to a reasonable level. It is important not to over-service customers - their pleasure comes at a high cost to the company, and eventually of its employees.



  4. "Through harnessing the commitment of every person”

At the end of the day, a company is the people who work for it. TQ cannot be implemented unless the people believe in the inherent benefits and merits. They must feel that it is something close to them, something that they are responsible for and gain satisfaction from. There must be a "culture" of TQ. There are two implicit assumptions bout people in the TQ philosophy.
Firstly, that people must be empowered - given responsibility - to control their own area. They know their jobs and processes better than anyone else, and are thus in an optimum position to improve it. This requires a certain devolution of authority away from hierarchical reporting structure. Initiative and drive must be recognised and rewarded to encourage people who perform their jobs in a TQ manner. Decisions should be taken at an appropriate level - not pushed ever upwards for approval. Secondly, that we do not work in isolation. A "pocket" of the company will find it difficult to operate in a TQ manner, if their internal contacts are not doing so. It must be a unified effort. The best way to encourage commitment is to lead by example - from the very top down.
This is not say that TQ is easy to put into practice. Convention has it that it takes many years to distil and reinforce all aspects of TQ throughout the company. What initially is a separate activity from people's day to day jobs becomes an intrinsic aspect of the way they operate.


Quality in My Job






compiled and edited July 1997 by Sven Graber

sven.graber@student.unisg.ch




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