PDCA

In last decade information security standards became well documented starting with ISO 27001:2005 which defines requirements for a organisation's Information Security Management System (ISMS). Other standards such as ISO 27004:2009, 27003, and 27005 are published later too. Organisational ISMS can be certifies for ISO 27001:2005 certificate and it adopts Plan-Do-Check-Act (PDCA) life cycle of constant system improvements. To be able to improve operations and information security ISO 27004:2009 standard has to be used to create useful Key Performance Indicators (KPI) in order to achieve constant improvements of the ISMS. During phase of maintenance every system needs infrastructure to collect data, analyse data and then to create KPI for constant improvements. In this paper is presented information security measurement infrastructure for KPI visualisation based on practical experience from production system in financial surrounding.

ABSTRACT

My thesis paper discussed about “A critical analysis of Balanced Scorecard as a performance measurement tool: an overview of its usage and sustainability”. The Balance Scorecard is an assimilated strategic performance planning and management tool or system used for business organization, industry, non-profit organization, government worldwide. This system is used for business undertakings like vision establishment and strategic planning of organization to boosts internal and external communication and encourages transparency in business operations and monitors and measure performance of organization against its visions and goals. The term "scorecard" denotes enumerated performance measures and "balanced" signifies that the system is balanced between; short-term objectives and long-term objectives, financial events and non-financial events, lagging indicators and leading indicators, interior performance and exterior performance standpoints. This assessment deliberates the “Balance Scorecard”, an assimilated strategic performance management tool which was designed by Robert Kaplan and David Norton in their series of articles in ‘Harvard Business review’ in 1990. Recently, the Harvard Business Review hailed the Balanced Scorecard as one of the 75 most persuasive and prolific concepts of the twentieth century.
Balanced Scorecard (BSC) emerged to deliver solutions to the major disputes and to emphasize the assessment of a diversity of factors/dynamics within an organization to attain tremendous results. Balanced scorecard not only explains major issues of business but also helps the business management to build the linkage between the performance measurements for the better management and assists managers to transit from a reactive approach to a proactive approach to management. Generally, the Balance Scorecard can be defined as a prudently nominated set of quantifiable measures which elucidate an organization’s strategy and aligns all the resources and energies of organization (e.g. people, budget, initiatives etc.) to attain this strategy. Four generic perspectives were identified Kaplan and Norton that cover the core strategic focus areas of an organization. These four perspectives are financial perspective, customer perspective, internal process perspective and learning & growth perspective.
Most organizations have established systems for capturing, monitoring, and sharing performance data that demonstrate to be critically flawed, but they are incapable of capturing the value generated from the mechanisms of today’s modern business organizations. These mechanisms denote the intangible assets, such as staff’s knowledge and skills, customer & dealer relationships, and innovative environments and cultures. Consequently, the Balanced Scorecard (BSC) was developed to provide resolutions to the above foremost issues. And now, Balance Scorecard has become one of the best choices to evaluate how the organization is performing. The best thing of implementation of balanced scorecard is that it involves entire organization to make execution fruitful. The upper management has to connect goals to the down to all personnel to attain that. Appropriate planning can make effective application of BSC in any organization. Before the Balanced Scorecard, many organizations already used a collection of both financial and non-financial measures of acute performance pointers. But, a well-developed Balanced Scorecard is different from such systems as the four BSC perspectives build a chain of cause-and-effect relationships. Successfully, the cause-and-effect relationships demonstrate the hypothesis behind the organization's goals and strategy. The measures reflect a chain of performance drivers that regulate the efficiency of the strategy application. A well-designed balanced scorecard interpret an organization’s mission and remaining business strategy into a limited number of precise strategic objectives that could be interconnected and measured operationally. It is a concept that assesses an organization’s actions in terms of its vision and strategies, to provide managers with a comprehensive outlook of the performance of business. Organizations stand to advantage from the practice of the balanced scorecard system managing performance. It has been proved as one of the most prolific performance measuring tools. For this reason, various public, private, government, business and not-for-profit organizations have adopted the scorecard as part of their strategic management approach.
This report describes and illustrates basics of the balanced scorecard, that is, introduces the balanced scorecard approach, describes an extended enterprise balanced scorecard that can be used by individual organizations or in partnership with other organizations, crucially analyze every details and issued related to balanced scorecard, sustainability of balanced scorecard, evaluates positive and negative outcomes of implementing balanced scorecard and concludes with a discussion of basic components for effective scorecard implementation.

The readymade garment industry is the leading industry in Bangladesh that's why the Quality improvement of garments can play a vital role. The main purpose of this paper is to reduce the defects that will minimize the rework rate. We worked at " Interstoff Apparels Limited " , Bangladesh identifying sewing defects for a particular product (knit T-Shirts). Pareto analysis is performed to identify top defect positions from all the defects and seven are identified where 80% defects occur which should be the major concerning areas to minimize defects percentage. Cause-effect diagrams are constructed to show the root cause, effect, and 5S & PDCA is used to minimize the defects effectively. Recommendations have been added at the end of the study.

Das Exzellenz-Modell der EFQM (European Foundation for Quality Management) ist eine Arbeitshilfe für Organisationen systematisch Qualität und in diesem Falle, die eigene Organisation sowie das gesamte Unternehmen zu entwickeln. Vor dem Hintergrund eines mehrperspektivisch zu diskutierenden Qualitätsbegriff, dem Beitrag von Edward Deming mit seinem umfassenden Verständnis der Qualitätsarbeit (TQM) und der elementaren Klärung des Begriffes "Reifegrad-Modell" wird angand dem EFQM-Modell gezeigt, welche Möglichkeiten in der Arbeit mit solchen Modellen liegen. Neben den Chancen werden auch die Grenzen thematisiert und die Implementierung und Anwendung solcher Verfahren kritisch reflektiert.

Small scale industries plays an important role in Indian economy. It has emerged as powerful tool in providing relatively larger employment next to agriculture. It contributes morethan50%oftheindustrialproductionin value addition term sand generate one third of the export revenue. Global markets are continuously changing and demanding product of high quality and low cost. Such products can be produced using lean manufacturing tools and techniques, a management philosophy that aimed to reduce all types of wastes at all levels of product manufacturing so as to reduce product cost. 6S is a basic lean manufacturing tool for cleaning, sorting, organizing and providing necessary ground work for workplace improvement. This paper deals with the implementation of 6S methodology in the multi-end silk reeling unit, Dharmavaram, Anantapuram, Andhra Pradesh. Out of the available various lean manufacturing techniques, 6S offers good potential for required improvement. Ten week study is carried out in the case company. The resultsafterthe6Simplementations states that production system efficiency isimprovedfrom67%to 88.8%inthe successive week.

In this paper I compare the pivotal Buddhist teaching of the Four Noble Truths with the Deming-Cycle, a widespread improvement tool in today's management. The reader will be introduced into the origin and fundamentals of this method which is then contrasted with a concise description of the Four Noble Truths. The characteristics of the former are than compared and interpreted with the Buddhist teaching to discuss their similarities and to work out that both are in fact equivalent in their qualities as problem solving and improvement tool. Therefore, the Deming-Cycle can be treated as an application of the Buddhist teaching in management provided its use is motivated by the same intentions abandoning selfish desire, hatred and delusion.

To ensure Continuous Improvement activities running effectively, here are three pillars as framework:
1. Data Accuracy,
2. Program Execution and
3. Documentation and Reporting
Organization should elaborates activities of waste elimination, increasing efficiency, cost reduction and others, that make positive growth and profit, under continuous improvement umbrella and making them more effective.

Até o momento, vários foram os projetos criados devido ao déficit do saneamento
básico no cenário nacional, porém, em sua grande maioria, os quesitos de
qualidade, eficiência, segurança, operacionalidade  e manutenção, foram
negligenciados. Fazendo parte do saneamento básico  estão as elevatórias de
esgotos, que se não forem planejadas e executadas de forma adequada, inúmeros
problemas poderão surgir após o término das obras,  causando um excessivo
retrabalho. Este trabalho tem por objetivo demonstrar a aplicação do Método de
Análise e Solução de Problemas (MASP), como meio de se chegar à padronização
da automação das estações elevatórias de esgotos da Companhia Águas de
Joinville, e desta forma, reduzir o retrabalho. A metodologia adotada consistiu em
pesquisa bibliográfica (livros, artigos, normas, e  etc.), e documental (fotos, atas,
manuais, relatórios, e etc.). A coleta dos dados foi realizada por meio de listas de
verificação (checklists) preenchidas nos locais de ocorrência dos problemas. Da
aplicação do plano de ação e dos resultados obtidos, conclui-se que o MASP é um
método extremamente eficiente para a padronização de um processo, pois visa à
resolução de problemas e a melhoria contínua, sendo, portanto, um forte aliado para
se alcançar a tão desejada qualidade total. Devido  à importância do tema, este
trabalho objetiva também, além de disseminar os resultados alcançados a todos os
profissionais e estudiosos da área, instigar novas  pesquisas com o intuito de
aperfeiçoar o entendimento da resolução da maioria dos problemas que cercam as
empresas de saneamento.

The Plan-Do-Check-Act cycle (PDCA) is an effective approach in problem solving and change management, which has been set out as a basic principle in standards stipulating the requirements to management systems. Through the PDCA implementation an opportunity is ensured to take planned decisions which, at a later stage, can be evaluated as to their degree of impact on processes and activities. This paper emphasizes on the fact that by applying the process-based approach in quality management, necessary but not sufficient conditions are created to meet the requirements and achieve compliance with the applicable regulatory and standardization requirements to ensure consumer and stakeholder satisfaction. The analysis outlines the possibility to juxtapose the process models in a historical perspective and the dominant quality management model in practice. The achieved results may serve as a basis for introducing the process-based model in quality management systems based on the standard ISO 9001: 2015.

PDCA is one of the well-known dynamic models for process improvement among other sets of quality tools and lean management methodology. Each process, product or service, improvement or project could be designed with the help of PDCA cycle. It is a model that can bring value to sets of activities, production or strategic deployment. We aim to show how PDCA can contribute to strategic deployment activity within the lean methodology. PDCA can bring profound insights, learning takeaways and make organizations more lean. Using PDCA in strategic deployment is presented as theoretical example along with practical insights gained from the lean environment.

— In this paper a review of systematic use of 7 QC tools is presented. The main aim of this paper is to provide an easy introduction of 7 QC tools and to improve the quality level of manufacturing processes by applying it.QC tools are the means for Collecting data, analyzing data, identifying root causes and measuring the results. these tools are related to numerical data processing.All of these tools together can provide great process tracking and analysis that can be very helpful for quality improvements. These tools make quality improvements easier to see, implement and track. The work shows continuous use of these tools upgrades the personnel characteristics of the people involved. It enhances their ability to think generate ideas, solve problem and do proper planning. The development of people improves the internal environment of the organization, Which plays a major role in the total Quality Culture.

Crushers are machines used to break or compress using the metallic plates during mining of materials. The chronic problem of High Maintenance cost and extensive downtime in Jaw crusher. In this paper this problem is solved by implementing various techniques like process mapping, why why analysis, Brain storming and appropriate use of plan-do-check-act (PDCA) cycle. The developments achieved by these techniques led to increase in customer satisfaction and productivity enhancement. Keywords— Just in Time (JIT), On Time In Full, Overall Equipment Effectiveness, POT, PDCA.

Present research focuses on the quality improvement at Himachal Pradesh based manufacturing unit a precision machining company for two and three wheeler components. The objective of present research focuses on current Quality Management System (QMS) implemented and to identify the current quality problems that the company faces and to study. Present research is divided into two parts Ethnographic and Qualitative research design. Recommendations and solutions to the problem faced will be suggested to the heads and supervisors, to improve the current quality system, as well as increase efficiency and reduce non conformities. This research only focuses on problem faced in the production section of the company. In the ethnographic part study is focused on plunging of workers and qualitative part research is focused on various causes of rejection. Lean manufacturing tools is considered as the pilot project to solve the problem. Various tools were used such as Multiple activity charts, Pareto chart, PDCA cycles, cause and effect diagram and control chart. With the help of lean tools, plunging of workers come to zero, better working environment is provided to workers, rejection has reduced o 12000ppm from 29000ppm and reduced the loss of organization from 4.02% to 2.79%. Retention of worker saves the training cost. Tool life also increased.

This study aims to develop a model for the user acceptance for implementing the information security standard (i.e. ISO 27001) in Turkish public organizations. The results of the surveys performed in Turkey reveal that the legislation on information security public which organizations have to obey is significantly related with the user acceptance during ISO 27001 implementation process. The fundamental components of our user acceptance model are perceived usefulness, attitude towards use, social norms, and performance expectancy.

Kaizen is a continuous improvement of process, often is considered to be the building block of all lean production methods. The ultimate objective of this paper is to increase efficiency and productivity in sewing floor of luggage manufacturing plant through system simplification, process standardization, reducing waste and incremental improvements by using modern techniques like Kaizen. By implementing kaizen, line efficiency has been improved up to 7% and Defect per Hundred units has also reduced. For industries, to remain competitive and retain market share in this global market, continuous improvement of manufacturing system processes has become necessary. Kaizen strives to empower the workers, increase worker satisfaction, facilitates a sense of accomplishment, thereby creating a pride of work. It not only ensures that  manufacturing  processes  become  leaner  and  fitter,  but  eliminate  waste where  value  is  added.

As empresas estão cada vez mais competitivas buscando excelência no que remete
a serviços de TI, tornando parte inerente dos objetivos estratégicos das organizações, desse
modo entende-se que a abordagem de gestão da maturidade de serviços deve estar alinhada ao
modelo de negócio, permitindo aperfeiçoar os pontos críticos na organização, fortalecendo e
viabilizando sua evolução contínua. Este trabalho aborda um estudo na área de governança de
TI, com foco em nível de maturidade com a utilização da Information Technology Infrastruc-
ture Library (ITIL), que é a biblioteca de melhores práticas aplicadas em infraestrutura, ope-
ração e manutenção de serviços de tecnologia da informação (TI). A pesquisa propõe por
meio de análises efetuadas em trabalhos que utilizam o nível maturidade em governança de TI
auxiliar gestores a tomarem as melhores decisões relacionadas ao setor de TI de suas empre-
sas referentes a serviços. É abordada a importância da aplicação do nível de maturidade, de-
monstrando seus benefícios, alinhamento com as ações estratégicas do negócio e a TI. É de-
mostrado através de cruzamento de dados e com casos piloto as formas de utilização e avalia-
ção do nível de maturidade nas organizações. Também são apresentadas algumas melhores
práticas para o planejamento de instrumentos/ferramentas para diagnosticar o nível de maturi-
dade dos serviços de TI nas organizações.
Palavras-chave: Nível de maturidade. Serviços de TI. Governança em TI. ITIL.

Kaizen is a continuous improvement of process, often is considered to be the building block of all lean production methods. The ultimate objective of this paper is to increase efficiency and productivity in sewing floor of luggage manufacturing plant through system simplification, process standardization, reducing waste and incremental improvements by using modern techniques like Kaizen. By implementing kaizen, line efficiency has been improved up to 7% and Defect per Hundred units has also reduced. For industries, to remain competitive and retain market share in this global market, continuous improvement of manufacturing system processes has become necessary. Kaizen strives to empower the workers, increase worker satisfaction, facilitates a sense of accomplishment, thereby creating a pride of work. It not only ensures that  manufacturing  processes  become  leaner  and  fitter,  but  eliminate  waste where  value  is  added.

If organizations wish to achieve continuous quality improvement they need to use appropriate selection of quality tools and techniques. In this paper a review of possibilities of the systematic use of seven basic quality tools (7QC tools) is presented. It is shown that 7QC tools can be used in all process phases, from the beginning of a product development up to management of a production process and delivery. It is further shown how to involve 7QC tools in some phases of continuous improvement process (PDCA-cycle), Six Sigma (DMAIC) and Design for Six Sigma (DAMDV) methodologies, and Lean Six Sigma.

Kaizen is a continuous improvement of process, often is considered to be the building block of all lean production methods. The ultimate objective of this paper is to increase efficiency and productivity in sewing floor of luggage manufacturing plant through system simplification, process standardization, reducing waste and incremental improvements by using modern techniques like Kaizen. By implementing kaizen, line efficiency has been improved up to 7% and Defect per Hundred units has also reduced. For industries, to remain competitive and retain market share in this global market, continuous improvement of manufacturing system processes has become necessary. Kaizen strives to empower the workers, increase worker satisfaction, facilitates a sense of accomplishment, thereby creating a pride of work. It not only ensures that  manufacturing  processes  become  leaner  and  fitter,  but  eliminate  waste where  value  is  added.

본 논문에서는 COVID-19 팬데믹 상황에서 감염병전문 콜센터 상담사의 이직률을 낮추고 숙련된 상담인력을 확보하기 위한 방안으로 상담업무 시스템의 PDCA 사이클 적용방법을 모색하였다. 조직몰입과 직무만족이 콜센터 상담사의 이직의도에 미치는 영향을 살펴보고, 업무 시스템 차원에서 상담사의 이직의도를 감소시키는 방안을 제안하였다. PDCA 사이클의 환류 과정을 통해 업무요인을 개선하여 직무만족도를 향상시킴으로써 이직의도를 감소시킬 수 있다. 추가로 콜센터 상담사의 이직의도에 영향을 미치는 내 · 외부적 요인과 제도적 지원방안에 대한 연구가 필요하다.

keywords : PDCA, BCM, COVID-19, 팬데믹, 콜센터, 상담사, 조직몰입, 직무만족, 이직의도

After the global economic crisis, enterprises tend to lower their operating cost to improve their competitive advantages. Among different kinds of operating costs, lowering manufacturing cost brings the most significant effect. Among different manufacturing processes, not only the correctness and efficiency during producing products, but also those losses and expenses result from critical exception of product quality should be considered.

ABSTRACT In last decade information security standards became well documented starting with ISO 27001:2005 which defines requirements for a organisation's Information Security Management System (ISMS). Other standards such as ISO 27004:2009, 27003, and 27005 are published later too. Organisational ISMS can be certifies for ISO 27001:2005 certificate and it adopts Plan-Do-Check-Act (PDCA) life cycle of constant system improvements. To be able to improve operations and information security ISO 27004:2009 standard has to be used to create useful Key Performance Indicators (KPI) in order to achieve constant improvements of the ISMS. During phase of maintenance every system needs infrastructure to collect data, analyse data and then to create KPI for constant improvements. In this paper is presented information security measurement infrastructure for KPI visualisation based on practical experience from production system in financial surrounding.

Research institutions in Ghana are facing various challenges. It is the contention that viable research and development institutions are needed for achieving sustainable change in areas of national importance. A key aspect of institutional viability is strong performance management. This implies clear and workable approaches to performance measurement. This paper looks at the initial experiences in a collaborative effort to develop a performance measurement framework for the Food Research Institute (FRI) and the application of the Balanced Score Card (BSC) at institutional level. The process of diagnosing and analysing institutional monitoring and evaluation capacity and systems is described using a mix of diagnostic tools. Stages in applying the BSC approach are documented and the added value of the scorecard perspectives in highlighting focal areas for performance measurement and management within FRI. These are placed in the context of ongoing changes in the external environment posing both threats and opportunities. Changes implied by the introduction of the concept are discussed in the context of current constraints and the way forward is mapped out in terms of enhancing FRIs' impact orientation through the application of improved performance measurement and management.