2. Quality management means what the organization does to:  ensure that its products or services satisfy the customer's quality requirements and  comply with any regulations applicable to those products or services.

3.  enhance customer satisfaction  achieve continuous improvement of its performance.

4. Quality management systems could be both internal or international. Under internal:  5S’s International:  ISO  Balance scorecard  Six sigma

5. Was invented in Japan that is a structured program to systematically achieve total organisation cleanliness and standardization in the workplace. Acronym for:  Sort (Seiri)- throw away all rubbish and unrelated materials in the workplace  Stabilize (Seiton)- set everything in the proper place for quick retrieval and storage  Shine (Seiso)- clean the workplace  Standardize (Seiketsu)- the way of maitaining cleanliness  Sustain (Shitsuke)-Practice them daily, way of life

7. A well organized workplace results in:  Safer, more efficient and more productive operations  Increased morale for the workers promoting a sense of pride in their work and ownership of responsibilities.

8.  Identify problems more quickly  Develop control through visibility  Establish convenient work practices  Increase product and process quality  Promote stronger communication among staff  Empower employee to sustain their work area

9. Different types of standards. However, the focus shall be on:  ISO 9001  ISO 14001 As they are generic-any organisation, any sector of activity These are most well known in the world.

10. Helps organisations implement quality management by;  ensuring that its products or services satisfy the customer's quality requirements and  complying with any regulations applicable to those products or services.

11.  enhancing customer satisfaction, and  achieving continuous improvement of its performance.

12.  Helps organisations implement environmental management This means what the organization does to:  minimize harmful effects on the environment caused by its activities,  to conform to applicable regulatory requirements, and to

13.  achieve continual improvement of its environmental performance. SIMILARITIES:  concern the way an organization goes about its work.  They are not product standards.  They are not service standards.

14.  They are process standards therefore can be used by product manufacturers and service providers. ISO 9001- processes affecting quality of its products and services ISO 14001- manage processes affecting the impact of its activities on the environment.

15. Certification is known in some countries as registration. Means that an independent, external body has audited an organization's management system and verified that it conforms to the requirements specified in the standard (ISO 9001 or ISO 14001). ISO does not carry out certification and does not issue or approve certificates

16. Accreditation is like certification of the certification body. Means the formal approval by a specialized body - an accreditation body - that a certification body is competent to carry out ISO 9001:2008 or ISO 14001:2004 certification in specified business sectors.  Certificates issued by accredited certification bodies - accredited certificates - may be perceived on the market as having increased credibility.  ISO does not carry out or approve accreditations.

17.  Certification is not a requirement of ISO 9001 or ISO 14001.  The organization can implement and benefit from an ISO 9001 or ISO 14001 system without having it certified. Instead:  ISO develops standards and guides to encourage good practice in accreditation and certification.

18.  International, expert consensus on state- of-the-art practices for quality and environmental management.  Common language for dealing with customers and suppliers worldwide.  Increase efficiency and effectiveness.  Model for continuous improvement.

19.  Model for satisfying customers and other stakeholders.  Build quality into products and services from design onwards.  Address environmental concerns of customers and public, and comply with government regulations.  Integrate with global economy.

20. A strategic planning and management system A strategic planning and management system that is used extensively in business and industry, government, and non-profit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals

21.  Financial perspective: what shareholders want  Customer perspective: what your customers experience and perceive  Business process perspective: key processes you use to meet and exceed customer and shareholder requirements

22.  Learning and growth perspective: How you foster ongoing change and continuous improvement-employee training, business culture

23. an organization created a spreadsheet to offer a snapshot view of its scorecard. The scorecard contains a list of metrics related to the four perspectives: customer, financial, process, learning/growth. (Only two sample metrics are shown here for each category.) This organization analyzes its measures quarterly, documenting targets and tracking performance data. In the example, color coding indicates the level of performance at a glance. Red means behind target, Yellow means at the threshold and Green means meeting the target.

25. communication tools used to tell a story of how value is created for the organization  logical, step-by-step connection between strategic objectives in the form of a cause-and-effect chain

26.  Better Strategic Planning  Improved Strategy Communication & Execution  Better Management Information  Improved Performance Reporting  Better Strategic Alignment  Better Organisational Alignment

27. a methodology for minimizing and maximizing value, every mistake an organization or person makes ultimately has a cost e.g a lost customer seeks to improve the quality of process outputs by  identifying and removing the causes of defects (errors)  minimizing variability in manufacturing and business processesvariabilitymanufacturingbusiness processes

28.  was originally developed by Motorola in 1986  became well known after Jack Welch made it a central focus of his business strategy at General Electric in 1995Jack WelchGeneral Electric Two project methodologies :  DMAIC is used for projects aimed at improving an existing business process.  DMADV is used for projects aimed at creating new product or process designs

29. Has five phases:  D efine the problem.  M easure key aspects of the current process and collect relevant data.  A nalyze the data to investigate and verify cause-and-effect relationships. Seek out root cause of the defect under investigation.

30.  I mprove or optimize the current process based upon data analysis using design of experiments or mistake proofing, and standard work to create a new, future state process. Set up pilot runs to establish process capability.design of experimentsprocess capability  C ontrol the future state process to ensure that any deviations from target are corrected before they result in defects. Implement control systems such as statistical process control, production boards, visual workplaces, and continuously monitor the process.control systems statistical process control

31.  DFSS (" D esign F or S ix S igma") DFSS As for DMAVD:  D efine design goals that are consistent with customer demands and the enterprise strategy.  M easure and identify CTQs (characteristics that are C ritical T o Q uality), product capabilities, production process capability, and risks.

32.  A nalyze to develop and design alternatives, create a high-level design and evaluate design capability to select the best design.  D esign details, optimize the design, and plan for design verification. This phase may require simulations.  V erify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

33.  Better use of resources-this training can show your employees how utilize resources much better  High Employee Satisfaction-employee confidence increases as it trains new skills  Better company reputation-news of companies offering training to employees can trickle and more potential candidates would be willing to apply

34.  Better shareholder confidence-as they know the company they partially own is doing well  Business partnerships improve-for companies having implemented this training, they have long term relationships

35.  T.Geoff (2005), Six Sigma : Spc and tqm in manufacturing and services. Gower Publishing, Ltd.  B. Forest(2000),Managing Six Sigma: A Practical Guide to Understanding, Assessing and Implementing strategy that yields bottom-line success. Wiley Publishers, Ltd  T. Rajesh, G. Praveen(2000), A complete and Balanced service scorecard; Creating Value Through Sustained Performance Improvement. FT Publishing, Ltd.