CASE STUDY Implementing Quality Management in the Textile Industry in Pakistan 304‚ 3rd Floor‚ Eden Centre‚ 43 Jail Road Lahore – Pakistan Ph: (+92 42) 7563645-7562260 Fax: 7552656 E-mail: piqc@brain.net.pk; Web Site: http:///www.piqc.com.pk PAKISTAN INSTITUTE OF QUALITY CONTORL © Pakistan Institute of Quality Control – (ICQI’1998) 1 Implementing Quality Management in the Textile Industry in Pakistan by Asif Hussain Group General Manager Quality Assurance & H.R. Development
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PresentAssociate Lead AuditorCertification International Philippines‚ Inc.Pasig‚ CityConducts certification audits October 2011 to Present ConsultantMT MOYO-BAHIA CONSULTANCYQuality‚ Environment and Project Management ConsultancyConducts training in ISO 9001 and 14001Provides consultancy in establishing Quality and Environment Management Systems and Project ManagementPrepares Feasibility Studies in Water System ProjectJune 2011 – PresentPart-time InstructorComputer Arts and Technological School
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Case Study: Electrimex Electrimex was established by Gerald Ortiz in Tijuana in January 1988. Tijuana is a City in Mexico just over the United States border. This makes the location perfect for the plant to supply less expensive Mexican labor workers to make the household electrical products that are shipped back over the border for sale at stores such as Wal-mart and Home Depot. Electrimex is a “wholly owned subsidiary of a U.S. manufacturer” (Jenner 18). Gerald Ortiz currently serves as
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‘Certified Welding Inspector’ of American Welding society. • He is API 510 Certified Pressure Vessel inspector‚ API 653 above ground storage tank inspector API 570 Piping inspector and API 571 and API 580 Inspector. • He is a qualified Lead Assessor (ISO 9000) by P. E. Batala‚ UK and provisional Assessor from CQA London. He is a member of • British Institute of NDT (BINDT)‚ • American Welding Society (AWS)‚ • American Society for Non-Destructive Testing (ASNT)‚ • American Society Metals (AWS)
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Based on the information obtained from various sources and Yell’s website‚ it shown that Yell has grown from the only one classified directory company in Brighton‚ UK in 1966 to be a leading international company with size of 5‚300 employees which provide an useful guidance and information for their customer in the classified advertising market in the United Kingdom‚ the United States‚ Spain‚ Chile‚ Peru and Argentina at this time. Yell create and receive their earnings by giving an opportunity for
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Chapter 2: Foundations of Quality Management TRUE/FALSE 1. Deming laid out a “quality improvement program” for companies such as Ford‚ GM‚ and Procter & Gamble‚ when invited to work with them to improve their quality. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-Head: The Deming Philosophy KEY: Bloom’s: Knowledge 2. Unlike other management gurus and consultants‚ Deming defined and described quality precisely. ANS: F DIF: Difficulty: Easy NAT: BUSPROG: Analytic TOP: A-Head:
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suppliers. Partly‚ Agile was also responsible for such failure as it was agile’s decision to source PCB from ECPL who has very different standards as compared to what required for automation industry. Although all the stakeholders appears to flag ISO 9000 certification but evidently this cannot ask for complacency in quality checks especially when reports from external engineers have proved lapses in quality and processes in various areas. Automek seems to be majorly responsible for not able to
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Subject – product & quality management Topic – Iso standards companies – whirlpool & reebok submitted to – prof. komal kamra Group Members Roll no. Name 2 Mayuresh Pitale 3 Rahul Sawant 4 Indrabhushan Yadav 10 Estiyak Salmani 46 Ajit Yadav AcknowledgemenT We would like to thank to our Prof. Miss Komal Kamra
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Quality Management‚ Vol Choi‚ T.Y.‚ Rungtusanathan‚ M. and Kim‚ J.S. (1997)‚ ``Continuous improvement on the shopfloor: lessons from small to midsize firms’’‚ Business Horizons‚ November-December‚ pp Conti‚ T. (1999)‚ ``Vision 2000: positioning the new ISO 9000 standards with respect to total quality management models’’‚ Total Quality Management‚ Vol Eisenhardt‚ K.M. (1989)‚ ``Building theories from case study research’’‚ Academy of Management Review‚ Vol Ghobadian‚ A. and Gallear‚ D.N. (1996)‚ ``Total
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Recorded sessions: COS Section I A (Ch 5&6 Operations Management Textbook): http://wgu.adobeconnect.com/p5greg443u6/ COS Section I B (Ch 11 Organizational Behavior Textbook‚ ch 7&8 Operation Management)http://wgu.adobeconnect.com/p1gugp71enw/ COS Section IC (Ch 15&17 Operation Management): http://wgu.adobeconnect.com/p8bwu9q12q7/ COS Section II (Ch 9 Operations Management Textbook): http://wgu.adobeconnect.com/p6kte60617v/ COS Section II continued (Ch 10 Operations Management Textbook):
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