Académique Documents
Professionnel Documents
Culture Documents
2
3
Feedforward controls
Employed before a work activity begins.
Ensures that:
Objectives are clear.
Proper directions are established.
Right resources are available.
Focuses on quality of resources. 4
Concurrent controls
Focus on what happens during work
process.
Monitor ongoing operations to make sure
they are being done according to plan.
Can reduce waste in unacceptable
finished products or services.
5
Feedback controls
External control
Occurs through personal supervision and
the use of formal administrative systems. 8
Bureaucratic control
influences behavior through authority, policies, procedures, job
descriptions, budgets, and day-to-day supervision
Clan control
influences behavior through norms and expectations set by the
organizational culture.
9
Steps in the control process:
11
Step 1 establishing objectives and standards
Output standards
Measure performance results in terms of quantity,
quality, cost, or time.
Input standards
Measure effort in terms of amount of work expended in
task performance.
12
Step 2 measuring actual performance
Goal is accurate measurement of actual performance
results and/or performance efforts.
Must identify significant differences between actual results
and original plan.
Effective control requires measurement.
13
Step 3 comparing results with objectives and standards
Need for action reflects the difference between desired
performance and actual performance
Comparison methods:
Historical comparison
Relative comparison
Engineering comparison
14
Step 4 taking corrective action
Taking action when a discrepancy exists between
desired and actual performance.
Management by exception
Giving attention to situations showing the greatest need
for action.
Types of exceptions
Problem situation
Opportunity situation 15
Employee discipline systems
16
Employee discipline systems
Progressive discipline ties reprimands to the severity and
frequency of the employees infractions.
Progressive discipline seeks to achieve compliance with the
least extreme reprimand possible.
17
To be effective, reprimands should
Be immediate.
Be directed toward actions, not personality.
Be consistently applied.
Be informative.
Occur in a supportive setting.
Support realistic rules.
18
Project Management
Overall planning, supervision, and control of
projects.
Projects unique one-time events that occur
within a defined time period
Gantt chart graphic display of scheduled tasks
required to complete a project
CPM/PERT combination of the critical path
method and program evaluation and review
technique
19
Economic Value Added
a performance measure of economic value created
in respect to profits being higher than the cost of
capital
23
CPM/PERT
24
QUALITY CONCEPT
The Quality Concept
The totality of features and characteristics of a product or service that
bear on its ability to satisfy stated or implied needs.
Factors effecting quality
1. Man, Materials and Machines
2. Manufacturing Conditions
3. Market research in demand of purchases
4. Money in capability to invest
5. Management policy or quality level
6. Product design or Production method
7. Packaging and transportation
8. After Sales Service
Developing a quality control system
A Quality Control System (QCS) supports effective quality control requirements, quality
customer services and the efficiency of internal management systems.
A QCS is an important tool for integrating best practices for profitability and compliance
with external QA requirements.
The essential requirements for success are:
1. Management commitment
2. Identification of practices that are essential to both quality and efficiency
3. Quantified goals and processes for measurement
4. Assigned QCS responsibilities
5. Employee training and communication
6. A regular process for evaluating how QCS-related practices are being implemented
7. Documentation of need for improvement and Documentation of improvements.
Developing a quality control system
Five Steps for QCS Development
Step 1: Identify the quality mission and objectives of your organization.
These may include, for example, corporate quality goals, customer
satisfaction objectives, and compliance with external quality
requirements.
Step 2: Assign responsibilities for development of a QCS plan.
Step 3: Develop information that will provide the foundation for the QCS
plan:
1. The most important quality-related activities
2. Goals for managing and improving quality-related activities
Developing a quality control system
3. Existing or needed processes for measuring and improving quality-related
activities:
1. Fact-based measurement
2. Needs for corrective action
3. Resolution of corrective action requirements
4. Management and staff implementation responsibilities, and
5. Processes for feedback to improve processes based on experience.
Step 4: Based on assessment of material developed in Step 3, create a written
plan for a process-based and consistent quality improvement system.
Ensure that the plan assigns responsibilities for implementation. Create a plan that
is easy for managers and employees to understand; that provides clear measurable
objectives; that clearly identifies responsibilities, and that describes processes for
meeting objectives.
Step 5: Consistently implement the QCS plan. The plan should establish a system
that now requires only periodic at least annual review and modification.
Total Quality Control From Griffin