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Essay范文:建筑企业的战略质量变化(3)

时间:2018-07-02 08:36来源:www.ukassignment.org 编辑:cinq 点击:
Culture in context of organization is the ways institutes and businesses implicit beliefs, norms and values and premises which underline and govern the behaviour. Hence a quality culture in an organiz
Culture in context of organization is the ways institutes and businesses implicit beliefs, norms and values and premises which underline and govern the behaviour. Hence a quality culture in an organization can be stated as ' one having clear values and beliefs that foster total quality behaviour'.
 
Quality Culture in Gill Construction can be adopted in following ways:
 
Top Management Commitment
It will be important for management to commit their self in the implementation of Quality Change, since it requires everyone to work to satisfy the customer's needs continuously. Without the clear commitment from top management and leadership it will be hard to get others on board. Leadership has to make this change their strategic objective. Hence Leadership will be able to provide suitable environment to the members of the organisation to improve performance. Top - Management will have to put forward quality over costs and other factors, and it is due to this reason, their commitment is required.
 
Customer Management
It is important to focus the result of all the processes towards customer satisfaction. When the focus is towards customer satisfaction then it will be easy to prioritize thing. Customer oriented culture will help them to gain service and product with zero defect and right first time.
 
Employee Participation:
Employee participation is very important if quality is the goal. This will help to break down many barriers to achieve quality. They also need to be encouraged to work in a team. Team-work will help encourage them to help each other and come up with solution many problems. The use of Quality Circle will also help them to pass on their suggestions to top management.
 
Self-Managed Teams:
A self-managed team is defined as 'a group of employees or staff who is responsible for the management of themselves and the daily operations carried out by them.' Work carried out by a typical self-managed team is handling job assignments, plan and schedule work, make decisions related to production and deal with problems.
 
At Gill's construction similar teams will be made on the operational level, they will be different from labour union. The teams will be made based on the project and the department related. Each team will have a group manager/ team leader who will be electeed by all the team members however final authorization will be from project manager. A self-managed team is different from quality circles.
 
Quality Circles:
Quality Circles are informal group of employees / team members / staff, who meet together voluntarily to discuss their work related issues. Their aim is to identify, define, analyze and solve work related problems.
 
At Gills Construction staff will be encouraged to make quality circles, which will help them to share their knowledge and experience. They can give their suggestions to improve quality or service which will be formally submitted to group manager/ team leader who will pass it on to project manager.
 
Monitoring and Evaluation
The final step is monitoring and controlling the implementation. This step is performed throughout the life of the project and ensures that the work results lines up with the schedule plan. Schedule control requires the use of progress reporting, schedule change control systems, such as the use of project change requests, performance management, and variance analysis to determine if additional action is required to get the schedule back in line with the plan.
 
Internal Auditing
Professional Auditors will be appointed for the purpose of monitoring and evaluation. Their task will be to assist with the corrective action and investigating problems that have occurred, and taking action to prevent them from reoccurring within the process or organisation.
 
The first step will be to identify the root cause and what really made this happen? What can we do to prevent it from happening again?
 
Once the solution is devised for the problem, the follow up will be done to ensure that it has worked and positive results are achieved. Auditors will revisit the issue and check if it happening again. For sake of record, the problem, its root cause, the action taken, its effectiveness and the actual results will be recorded.
 
Record the problem, the root cause, the action taken, the effectiveness of the action, and the actual results of the corrective action. Did the problem occur again? Were they able to see measurable improvement? If so, how much? What date did the problem disappear? Record the results that they observed when following up on the corrective action to determine effectiveness.


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