Professional Documents
Culture Documents
Centralized management control Strong head office/subsidiary manager interpersonal relations Multiple locations Business strategy:
Single product focus Minimize costs of production Maintain consistently high quality output at all factories through standardization of best work practices & procedures Diversify market segments, geographic markets, & production location
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COMMON BELIEF
Belief:
Japanese management system is so unique that it cannot be easily transferred overseas because these processes of management are culture bound
market rates no attention paid to seniority & bonuses rarely paid Employee welfare system usually absent future of employees depended upon the market performance of the subsidiary
Prevailing
POTENTIAL AFFECT
WHAT ALTERNATIVES?
Increase
recruitment of Japanese managers Reduce requirements for expatriate managers Alleviate pressure on cost control Diversify upstream, out of small motors
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ASSIGNMENT
Quality Guru
ACT CHECK
PLAN DO
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Quality Guru
Kaoru Father
Bone Diagram
Quality
circle was first piloted at Nippon Telegraph & Cable company in 1962 1978- One Million QCs - 10 million employees. 2000- Two Million QCs- 20 million employees.
Book
What is TQC? Seven basic tools for Quality- 1. Pareto Analysis 2.Fish Bone Diagram 3 Stratification 4.Tally chart
Given
5 Histograms
7 Control Charts Book Guide to Quality Control in 1974 Probability & Sampling
6.Scatter Diagram
Binomial
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Dr Genichi Taguchi
In the early 1970s Taguchi developed the concept of the "Quality Loss Function" and by the end of that decade was highly acclaimed in his own country.
It was not until 1980 that Western companies, particularly in the USA began to implement Taguchi's methods. The most notable of these being Xerox, Ford and ITT. Taguchi had made little impact in Europe until the Institute of Statisticians organised a conference in London in 1987 to discuss his methods
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Shigeo Shingo
His method, poka-yoke or zero mistakes, stops the process whenever a defect occurs, defines the cause and prevents the recurring source of the defect. The method relies on a process of continuously monitoring potential sources of error. The machines used in this process are equipped with feedback instrumentation that identifies errors before they become defects, so remedial action can be taken
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WHAT IS TQM ?
T
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WHAT IS TQM ?
T
TOTAL
ALL ACTIVITIES
ALL EMPLOYEES
ALWAYS
AT ALL PLACES
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WHAT IS TQM ?
Q
QUALITY
QUALITY DOES NOT MEAN MERELY QUALITY OF PRODUCT, SERVICE & WORK BUT QUALITY OF A COMPANY
WHAT IS TQM ?
M
MANAGEMENT
MEANS MANAGEMENT WHICH ACTUALLY MEANS AN INTEGRATED AND CONTINUAL ACTIVITY TO RAISE QUALITY OF A COMPANY AT COMPANY-WIDE LEVEL.
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TQM DEFINED
TQM IS A COST EFFECTIVE SYSTEM FOR
INTEGRATING THE CONTINUOUS QUALITY IMPROVEMENT EFFORTS OF PEOPLE AT ALL LEVELS IN THE ORGANISATION TO DELIVER
ZEN
Think, make good, make better
To modify, to change
= KAIZEN
Make it easier by studying it, and making the improvement through elimination of waste.
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Just-In-Time (JIT)
JIT: an integrated set of activities designed to achieve high-volume production using minimal inventories of raw materials, finished goods & work in process. Management philosophyNothing produce until needed.
Encompasses the successful execution of all production activities required from design to delivery of products. Common sense based/simple techniques
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Knowledge Worker
Knowledge worker, a term coined by Peter Drucker in 1959, is one who works primarily with information or one who develops and uses knowledge in the workplace. Also called as intellectual worker or brain worker A Knowledge Worker's benefit to a company could be in the form of developing business intelligence, increasing the value of intellectual capital, gaining insight into customer preferences, or a variety of other important gains in knowledge that aid the business
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Knowledge Worker
A knowledge worker is anyone who works for a living at the tasks of developing or using knowledge. For example, a knowledge worker might be someone who works at any of the tasks of planning, acquiring, searching, analyzing, organizing, storing, programming, distributing, marketing, or otherwise contributing to the transformation and commerce of information and those (often the same people) who work at using the knowledge so produced.
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Knowledge workers work in an environment described as a knowledge network. Popper (1963) states there is always an increasing need for knowledge to grow and progress continually, whether tacit or explicit. Knowledge grows like organisms, with data serving as food to be assimilated rather than merely stored. All knowledge workers, particularly R&D project managers, need to easily access and search internal and external knowledge bases
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Knowledge workers are believed to produce more when empowered to make the most of their deepest skills; they can often work on many projects at the same time; they know how to allocate their time; and they can multiply the results of their efforts through soft factors such as emotional intelligence and trust.
Organizations designed around the knowledge worker (instead of just machine capital) are thought to integrate the best of hierarchy, self-organization and networking rather than the worst. Each dictates a different communications and rewards system, and requires activation of knowledgesharing and action learning.
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The third wave of human socio-economic development is described by Charles Savage in "Fifth Generation Management." The first wave was the Agricultural Age with wealth defined as ownership of land. In the second wave, the Industrial Age, wealth was based on ownership of Capital, i.e. factories. In the Knowledge Age, wealth is based upon the ownership of knowledge and the ability to use that knowledge to create or improve goods and services. Product improvements include cost, durability, suitability, timeliness of delivery, and security. In the Knowledge Age, 2% of the working population will work on the land, 10% will work in Industry and the rest will be Knowledge Workers
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Knowledge management programs link the generation of knowledge (e.g., from science, synthesis, or learning) with its use (e.g., policy analysis, reporting, program management) as well as facilitating organizational learning and adaptation in a knowledge organization. Knowledge management emerged as a discipline in the 1990s. Knowledge organizations transfer outputs (content, products, services, and solutions), in the form of knowledge services, to enable external use. The concept of knowledge organizations emerged in the 1990s. Knowledge services support other organizational services, yield sector outcomes, and result in benefits for citizens in the context of knowledge markets. Knowledge services emerged as a subject in the 2000s.. Social networks enable knowledge organizations to coproduce knowledge outputs by leveraging their internal capacity with massive social networks. Social networking emerged in the 2000s.
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Corporate Social Responsibility (CSR) is a concept which encourages organizations to consider the interests of society by taking responsibility for the impact of the organization's activities on customers, employees, shareholders, communities and the environment in all aspects of its operations. This obligation is seen to extend beyond the statutory obligation to comply with legislation and sees organizations voluntarily taking further steps to improve the quality of life for employees and their families as well as for the local community and society at large.
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Dr. Reddy's corporate social responsibility Truly sustainable ... Corporate social responsibility - Dr. Reddy's believe that any high performance sustainable organization rests on the three pillars of economic, social and Emplioyees.
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ITCs e-Choupal
e-Choupal also unshackles the potential of Indian farmer who has been trapped in a vicious cycle of low risk taking ability > low investment > low productivity > weak market orientation > low value addition > low margin > low risk taking ability. This made him and Indian agribusiness sector globally uncompetitive, despite rich & abundant natural resources.
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Infosys Foundation, the philanthropic arm of Infosys Technologies Ltd., came into existence on 4th December 1996 with the objective of fulfilling the social responsibility of the company by supporting and encouraging the underprivileged sections of society. In a short span of time, the Foundation has implemented numerous projects in its chosen areas. The Foundation has undertaken various initiatives in providing medical facilities to remote rural areas, organizing novel pension schemes and in aiding orphans and street children. It has undertaken a large rural education program titled "A library for every school" under which 5500 libraries have been set up in government schools spread across many villages. Other activities include the reconstruction of old school buildings, setting up of rural Science Centers and schemes to provide support to dying traditional art and culture forms
THE SOCIAL COMMITMENT NTPC believes in growth with a human face, and pursuing people-centred development. NTPC is a socially committed organisation and a socially responsible corporate citizen. It attaches great importance to discharging its overall social responsibilities to the community and the society at large where its projects and stations are located. In this regard Resettlement and Rehabilitation (R&R) program becomes an area of sharp focus, a program that addresses people affected directly or indirectly in the wake of the projects undertaken by NTPC.
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Principles first
An implicit sense of ethical business conduct has been the cornerstone of the Tata way in the corporate governance sphere. On issues ranging from customer care and business excellence to financial propriety and more, explicit rules and regulations supplement the traditional values on which the Tata Group companies has been shaped.
Green at heart
The Tata ethos places a special emphasis on environmental and ecological issues. The Group's efforts to preserve and regenerate the environment find expression in the slew of projects and programmes in has undertaken in and around its facilities and operations.
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Assignment
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Thank you
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