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MGT510 Total Quality Management (alt. code=MGMT510)


MGT510 Total Quality Management (alt. code=MGMT510)

MGT510 Total Quality Management (alt. code=MGMT510).Download/upload Video Lectures, Handouts, Helping Materials, Assignments Solution, Online Quizzes, GDB, Past Papers, Solved Papers and more….

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Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:49am

Tampering : Taking action without taking into account the difference between special and common cause variation.

Team Leader : A person designated to lead the CQI Team. An individual who has team leadership skills and basic quality improvement skills.

Teams : • Cross-functional - A group of usually five to eight people from two or more areas of the organization who are addressing an issue which impacts the operations of each area. For example, the processes of meeting information requests might be addressed by a team involving PI,, managed care and marketing staff. • Functional - A group of five to eight people addressing an issue where any recommended changes would not be likely to affect people outside the specific area. For example, a Functional Team concerned with filing and retrieving data in the laboratory might consist just of people who work in the lab.

Transformation : A major organizational change from the present state to a new/preferred state in which CQI flourishes. The primary steps involved in moving an organization through a transformation are present state, unfreezing, transition period, refreezing, and new/preferred state.

Transition Period :

A description of the time when an organization is visibly moving away from the old way toward the new way. During this time, employee attitudes and behaviors range from being excited and busy to being confused and resistant. The support for change is building. New leaders emerge, champions of the change come forward and confusion over roles begins to clear.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:48am

Special and Common Cause System of Variation : The collection of variables that produce both common cause variation and special cause variation and the interaction of those variables.

Special Cause Variation : Variation in the process that is assignable to a specific cause or causes. It arises because of special circumstances.

Spider Diagram : A visual report card for the performance of a number of indicators on a single chart. Also know as a "radar chart" and a "gap analysis" tool, this diagram makes visible the gaps between the current and desired performance.

Status quo : Status quo means “current situation”. A preference for the status quo means a reluctance to change.

Supplier :

The party or entity responsible for an input to a process. A supplier could be a person, a department, a company, a nursing school, etc.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:48am

Requirement-Indicator Matrix : A matrix that shows the presence of all possible relationships between customer requirements and quality indicators.

Rework : The act of doing something again because it was not done right the first time. It can occur for a variety of reasons, including insufficient planning, failure of a customer to specify the needed input, and failure of a supplier to provide a consistently high quality output.

Role Definition : Members of a successful organization need a sound understanding of their roles during transition to a TQM program. People at all levels require orientation as to how they will be impacted under the new philosophy of employee involvement. The improvement process involves a group of complementary activities that provide an environment conducive to improvement of performance for both employees and mangers. Each level has role to play.

Run : A point or a consecutive number of points that are above or below the central line in a run chart. Too long a run or too many or too few runs can be evidence of the existence of special causes of variation.

Run Chart :

A display of data in the order that they occur. Run charts display process variation and can be used to indicate special causes of process variation in the form of trends, shifts, or other non-random patterns.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:48am

Quality Improvement Council (QIC) : A group composed of the Coach and the senior leadership of an organization which is primarily responsible for planning, strategy development, deployment, monitoring, educating, and promoting CQI.

Quality Inspection : Usually consists of three stages - sampling, measuring, and sorting. While many organizations rely on inspection to improve quality, the better way is to design quality into the product or service - to improve the process. This may include some inspection as a means of data gathering.

Quality Planning/Redesign : Creating new or redesigned products/services/processes to meet customer requirements. The steps of this method are Organize the project, Identify key customers, Determine requirements, Establish quality indicators, Design, Strengthen the design, Test the design, Implement and improve.

Red Bead Experiment : A simple exercise to demonstrate, among other things, that many managers hold workers to standards beyond their control, variation is part of any process, and workers work within a system beyond their control. The game also shows that some workers will always be above average, some average, and some below average, that the system, not the skills of individual workers, determines to a large extent how workers in repeating processes perform, and that only management can change the system or empower others to change it.

Refreezing :

Recognizing, reinforcing, and rewarding new organizational attitudes and behaviors so they become the norm. Making processes, systems, and methods throughout the organization support CQI.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:47am

Process Improvement : The continuous endeavor to learn about all aspects of a process and to use this knowledge to change the process to reduce variation and complexity and to improve customer judgments of quality. CFI begins by understanding how customers judge quality, how processes work, and how understanding the variation in those processes can lead to wise management action.

Process Variation : The spread of process output over time. There is variation in every process, and all variation is caused. The causes are of two types - special or common. A process can have both types of variation at the same time or only common cause variation. The management action necessary to improve the process is very different in each situation.

Quality Assurance (QA) : The activities include a planned system of review procedures conducted by personnel not directly involved in the inventory compilation/development process.

Quality Characteristics : Characteristics of the output of a process that are important to the customer. The identification of quality characteristics requires knowledge of the customer needs and expectations.

Quality Control (QC) :

It is a system of routine technical activities, to measure and control the quality of the inventory as it is being developed.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:47am

Perceived Quality : It can be defined as the customer's perception of the overall quality or superiority of a product or service with respect to its intended purpose, relative to alternatives. Perceived quality is, first, a perception by customers.

Present State : In a force field analysis, the description of an organization as it currently exists. It includes what happens in the organization, both formally and informally.

Prioritization Matrix : A way to prioritize options by requiring the raters to work to consensus on priorities. Also known as a paired-comparison technique., the tool pairs each option with each other, with row totals indicating weighting and ranking.

Process : A series of actions which repeatedly come together to transform Inputs provided by a Supplier into Outputs received by a Customer. A process can be used to develop products and services.

Process Decision Program Chart (PDPC) :

A tool for improving implementation through contingency planning. By considering "what could go wrong?", plans for prevention of problems are generated.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:47am

Output : The service or product that a customer receives from a process. The output of one process can be the input to a succeeding process.

Owner : The person who has or is given the responsibility and authority to lead the continuing improvement of a process. Process ownership is a designation made by leaders of organizations and depends on the boundaries of the process.

Paradigm Shift : A point in time when the knowledge or structure which underlies a science or discipline changes in such a fundamental way that the beliefs and behavior of the people involved in the science or discipline are changed.

Pareto Chart : A bar graph used to arrange information in such a way that priorities for process improvement can be established. It displays the relative importance of data and is used to direct efforts to the biggest improvement opportunity by highlighting the vital few in contrast to the many others.

Penny Matrix :

A way to prioritize a list of options by pooling the opinions of raters. Raters "spend" their pennies across several options with the sums of "money spent" indicating a priority weighting and ranking to the options.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:46am

Multiple Voting : A group decision-making technique designed to reduce a long list to a few ideas.

Nominal Group Brainstorming : A group process technique designed to efficiently generate a large number of ideas through input from individual group members.

Operational Definition : A description in quantifiable terms of what to measure and the steps to follow to measure it consistently. Deming has suggested that a good operational definition includes: 1) a criterion to be applied, 2) a way to determine whether the criterion is satisfied, and 3) a way to interpret the results of the test. An operational definition is developed for each KQC or process variable before data is collected.

Opportunity Statement : A concise description of a process in need of improvement, its boundaries, and the general area of concern where a CQI Team should begin its efforts.

Outcome (Benefit) :

The degree to which Outputs meet the needs and expectations of the Customer.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:46am

Key Process Variable : A component of the process that has a cause and effect relationship of sufficient magnitude with the Key Quality Characteristic such that manipulation and control of the KPV will reduce variation of the KQC and/or change its level.

Key Quality Characteristic : The most important quality characteristics. The KQCs must be operationally defined by combining knowledge of the customer with knowledge of the process. KQCs are measured to understand the actual performance of the process.

Median : In a series of numbers, the median is a number which has at least half the values greater than or equal to it and at least half of them less than or equal to it.

Meeting Process : A defined method for conducting meetings that includes specific roles and responsibilities for a team leader, a recorder, a timekeeper, team members, and a facilitator or advisor. The steps are 1) Clarify the objective, 2) Review roles, 3) Review the agenda, 4) Work through agenda items, 5) Review the meeting record, 6) Plan next steps and next meeting agenda and 7) Evaluate.

Mentor :

A highly skilled CQI professional with extensive training and experience in the initiation and operation of CQI. A resource person from outside the organization or department who visits periodically to counsel the CEO, Coach and Quality Improvement Council in the development, implementation and evaluation of CQI.

Comment by + ((( PἇƦÎzἇἇÐ ₱ἇƦÎѠÎ₰h!!! ))) on April 25, 2014 at 11:46am

Future State : In an organizational transformation, the vision of where the organization will be after it is transformed. For the transformation to CQI, the future state includes constancy of purpose, leaders who model the new way, collaboration, customer mindedness, and a process focus.

Immediate customer : The person or unit that directly receives the output of the process.

Input : The service or product a supplier provides to a process. Inputs to one process are the outputs from preceding processes.

Interrelationship Digraph : A way to display cause-and-effect relationships among all the elements in a system. The relationship arrows indicate the issues/causes that are the most fundamental among all the related items.

Ishikawa Diagram :

A graphic tool used to explore and display all the factors that may influence or cause a given outcome. (Also known as a cause and effect or fishbone diagram.)


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