January 2003 | Indian Management
About two years back, I read a book titled ‘Jamming: The Art and Discipline of Corporate Creativity’, by John Kao. Since then, I have got passionately interested in the subject of creativity. It bears a very substantial relevance for problem solving in quality management.
December 2002 | Indian Management
It is not difficult to understand why Thai Acrylic Fibre Co. Ltd. has been earning recognition year after year. Its company culture is guided by strong leadership.
November 2002 | Indian Management
The Process Management criterion of the IMC Ramakrishna Bajaj National Quality Award looks at a company’s operating systems – specifically the processes directly involved in producing and delivering the goods and services that have been selected through the organization’s strategy.
08 November 2002 | Indian Management
The Process Management Criterion Of The IMC Ramakrishna Bajaj National Quality Award looks at a company’s operating systems - specifically the processes directly involved in producing and delivering the goods and services
October 2002 | Indian Management
Just like investment capital the people who work in an organisation must be managed in a way that maximises their benefits to the organisation.
October 2002 | Indian Management
Just like investment capital - the people who work in an organization - must be managed in a way that maximizes its benefits to the organization. The criterion, Human Resource Focus, of the IMC Ramkrishna Bajaj National Quality Award asks how effective your company has been in developing the potential of its workforce, top to bottom, and across all categories of employees.
September 2002 | Indian Management
Managers now understand that reliable, appropriate data are the lifeblood of a quality improvement system. Without systematic data collection, companies simply cannot know how their processes are performing, what progress has been made, what needs improving, or what the future holds.
19 August - 1 September 2002 | Business India
Creativity is an individual trait. Some people have developed this ability to communicate them clearly. Others have outward creativity limitations and blame traditional forms of education for rewarding rational thinking and solutions over creative approaches. Still others place more emphasis on natural creativity.
August 2002 | Indian Management
Over the last two decades we have watched Indian companies get involved in a number of management techniques that were entered into to make the company more competitive. These techniques included total quality management, kaizen, kan-ban, reengineering, benchmarking, ISO 9000, and the like.
July 2002 | Indian Management
Companies succeed by providing superior customer value. And value is simply ‘quality’ however the customer defines it, offered at the right price.
July 2002 | Business India
Creativity is an individual trait. Some people have more fully developed their ability to piece ideas together creatively and to communicate them clearly. Others have outward creativity limitations and blame traditional forms of education for rewarding rational thinking and solutions over creative approaches.
June 2002 | Indian Management
Leadership is both complex and simple. The complexities of leadership are paradoxical
25 April 2002 | India Management
What is the IMC Ramkrishna Bajaj National Quality Award? What is its purpose? How does it relate to you and your company?
March 2002 | Business India
On 12 March, 1997, Jack Welch sent an e-mail message to every General Electric manager throughout the world, stating that anyone interested in being promoted to a senior management position within GE must start Black Belt or Green Belt training by 1 January, 1998, and complete the training by 1 July 1998.
04 March 2002 | Business Standard
While it may seem implausible, a little more than a decade ago consciousness of the importance of quality and customer satisfaction was relatively very low in India. At that time, we subscribed to certain “truths” about quality, such as better quality costs more, quality requires extra time to produce, and quality programmes best fit manufacturing.
31 December 2001 | Express Computer
The software Engineering Institute (SEI) has developed a Capability Maturity Model (CMM) that has gained widespread acclaim. Today, it has become the de facto standard for process improvement among money software companies.
October 2001 | Industry 2.0
On 15 December 2000, the International Organisation for Standardisation (ISO) issued the ISO 9000: 2000 series. With this ISO attempted to correct several mistakes (or limitations) of the previous versions released in 1987 and 1994. The new standard asks more questions than it answers.
01 - 14 October 2001 | Business India
Intensive quality-oriented management is key to a company’s success. Many companies attempt to implement ISO 9000 before starting a world-class quality programme either because the customer expects it, or because a competitor has done so.
September 2001 | Chemical Engineering World
Past examples of disasters highlight the interdependence of quality and safety. They demonstrate the possible effects of the failure of quality systems. They underline the grief caused by unreliable processes. In short, we live behind quality dikes.
September 2001 | Business India
Many companies attempt to implement ISO 9000 before starting a world-class quality programme either because a demanding customer expects it, or because a key competitor has done so and is attempting to capitalize on the fact.