Note: Sample below may appear distorted but all corresponding word document files contain proper formattingExcerpt from essay:
A series of meetings and interviews following the dissemination of these published materials will allow all questions and concerns to be raised prior to final design approval and implementation. Any changes made following suggestions and/or demands made by various leadership individuals during these meetings and interviews will also be delivered to other major stakeholders as a means of achieving consistency and concurrent approval for all proposed changes and the overall development plan.
The deliverables for the proposed consolidation and quality control management will be largely tangible in nature. Reduced expenses and more simplified communication hierarchies will both form important aspects of the proposed projects results. The quality control aspects of this projects, however, will be almost entirely intangible and deliverables in this area will consists of improved efficiency in operations and greater knowledge and oversight of day-to-day operations amongst NAVFAC leadership and individual leadership in the remaining departments. The breadth and scope of these deliverables will include almost every aspect of the organization's operations, altering the reporting procedures as well as hierarchies of command in NAVFAC to at least some degree.
The design of the proposed changes that would be implemented as a part of this project has already taken into account the needs and capabilities of NAVFAC and the other organizations it serves. This design will only become more refined and effective during the planning and approval phases as input from key stakeholders is incorporated into the design. During the implementation of this plan, efficiency will be constantly analyzed through measures of new financial drains presented by the costs of consolidation as compared to the long-term cost savings created by such consolidation, and will also be measured against improvements in productivity and overall efficacy within the organization.
The primary performance characteristics that ill be assessed as a part of the overall evaluation of this program during and after implementation will include cost efficiency, scope of operations, ability to meet day-to-day operational demands, and a lack of redundancy in these operations and the existing facilities and personnel necessary to carrying out these operations. These characteristics will be measured on at least a weekly basis during the implementation of these changes, and more often as is practical and/or necessary. Through such performance measures, certain areas of the program design that might be lacking in efficacy and/or efficiency can be identified and altered in ways to bring them in line with the larger program goals, with adjustments continuing as necessary until the goals for quality control management and efficiency improvement within the NAVFAC organization are met.
As part of the ongoing efforts to improve quality and efficiency within the NAVFAC organization and in the various military branches as a whole, measurements of specific contributions to these goals made by specific departments and personnel within the organization will be assessed. Resistance to the implemented changes will doubtless cause a lack of efficiency, or a least a less significant improvement in efficiency over that which might be expected, and adjustments and/or terminations will be made as necessary. Leadership involvement is key to the success of the proposed changes and of the organization as a whole; without effective involvement of leadership no proposed project will achieve its stated goals. Direct rewards for achievement and assistance in bringing about this project will be fairly scant, however promotions and other long-term benefits and rewards will certainly be considered for leadership and other personnel as a result of evidenced dedication and effort to making the several changes proposed herein an effective reality.
The overall quality of project processed must necessarily be assessed over the long-term. Given the wide variety and scope of NAVFAC's operations, it could take some time before the true efficacy of the proposed changes is known. With the elimination of certain programs and consolidation of others, NAVFAC cannot help but cut back its operations from their current state but continued success will depend on the organizations ability to carry out necessary operations despite losses and cutbacks with the organization. It is hoped that this will be understood and well received by those at Headquarters with the responsibility and authority to make these decisions.[continue]
"Quality Management Developing Implementing And" (2010, October 25) Retrieved October 26, 2016, from http://www.paperdue.com/essay/quality-management-developing-implementing-7447
"Quality Management Developing Implementing And" 25 October 2010. Web.26 October. 2016. <http://www.paperdue.com/essay/quality-management-developing-implementing-7447>
"Quality Management Developing Implementing And", 25 October 2010, Accessed.26 October. 2016, http://www.paperdue.com/essay/quality-management-developing-implementing-7447
Quality Management Relating Risk management policies and practices to quality management Quality Management for X Medical Facility Quality management in the health care aims at ensuring that patients, who seek their services, obtain an exceptional provision of health care. According to Reichert (2011), every health care giver aims at providing quality services to their clients compelling them to employ quality management. Health care organizations perform this task to exhibit their dedication to providing
Relative to Hartman Industries, the elements which should be taken into consideration in the creation of a new quality management system refer primarily to the global spreading of the organizational plants, which must all deliver high quality items, integrated within the same umbrella of organizational values, philosophies and customer expectations. Given this context, a model of centralized quality management is proposed. With its aid, the company's management would centralize all
Quality Management Analysis and Recommendations for Rubicon Group -- a Travelcom Company It is common for quality management symptoms and problems to appear when two or more organizations are integrated together, as is the case of the business units within the Rubicon Group. It is imperative however in assessing support services using quality management frameworks and techniques to not focus too closely on the symptoms and not see the greater strategic
Total Quality Management Theory Total Quality Management Development How Total Quality Management (TQM) Theory can be applied to improve the airport passenger handling Total Quality Management (TQM) specifically deals with work process and people. Implementation of TQM calls for team work and employee involvement. All operations, suppliers, and customers have to be involved. Besides, it also calls for performance measurement. TQM is normally implemented by business organizations to satisfy its customers. It improves
Quality Management and Effective Cost Reduction Achieved at Bosch GmbH, Germany by Implementation of Its Systems with Special Emphasis on Total Quality Management Company Profile "Prevention" -- Quality Management Product Design Process Design And It Enabled Solutions IT Involvement Material, Manpower, Knowledge and Its Quality Cost Of Quality Operations Objectives -- Application Of Quality Management Principle For Better Productivity And Profits Gap models qm - Quality Management Tqm - Total Quality Management ISO - International Standards Organization CAM - Computer Aided
Also in addition to this, there are a series of general quality requirements raised by the market in case. Furthermore, each company establishes a set of quality objectives that must be met by their services. Based on these quality objectives, the companies are then able to determine the costs that will be required by their services. Based on these calculations, the companies can establish financial target, sales targets, and can
Total Quality Management in Toyota The production system of Toyota otherwise known as Toyota Management Systems (TMS) gives its adopters the ability to double their production in half the time, half the expense with half the problems and inventory in a fraction. TMS is no comparison to 'just' a production system. It is a three-innovation-combination model comprising of the policy of deployment (hoshin kanri), total quality management, and production just in