Read the pages and make a brief summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. please don't write item by item . A commitment to leading people with a bias for continu-ous improvement and communication- A recognition that sustained growth requires the simulta-neous achievement of four objectives continually forever:(a) customer satisfaction, (b) cost leadership, (c) effectivehuman resources, and (d) integration with the supplierbaseWeb site, there is a list of the various certifications availablefor people to do their part in making the total quality ap-proach work effectively, they must have the skills to applythe fundamental tools of quality. Making them aware ofquality and inspiring them to accept it at a philosophicallevel are good and necessary steps in the right direction.But helping them develop the actual skills necessary toimplement the concept must also be part of the transfor-mational process.through the ASQ. Simply click on the certification of interest,and all relevant information pertaining to that certificationwill be available. In addition, the ASQ provides assistanceto potential examinees who are preparing for certificationexaminations: They may find the help they need underthe heading "Prepare for the exam" at the applicable pageon the ASQ's certification Web site address (www.asq.org/certification). The requirements and body of knowledge re-lating to the most pertinent of these certifications-Managerof Quality/Organizational Excellence, Quality Engineer,and Quality Technician-are summarized in the followingparagraphs.KEYS TO TOTAL QUALITYSUCCESSOrganizations that succeed never approach total quality asjust another management innovation or, even worse, as aquick fix. Rather, they approach total quality as a new way ofdoing business. What follows are common errors organiza-tions make when implementing total quality. The successfulorganizations avoid these errors.. A commitment to fundamental improvement throughknowledge, skills, problem solving, and teamwork. A commitment to fast-paced, constant learning, and anability to respond quickly to changes in the competitiveTHE FUTURE OF QUALITYMANAGEMENT IN THE TWENTY-FIRST CENTURYenvironmentA commitment to achieving end-to-end collaborationusing web-based, on-demand tools that are fully inte-grated throughout the supply chain. A commitnment to maintaining an environment in whichcreativity, critical thinking, and innovation are not justencouraged and supported. but demandedThere are several trends that will shape the future of qualitymanagement. These trends are as follows:. Increasing global competition. More and better com-petition from emerging industrialized nations will be anongoing part of life for organizations.- Increasing customer expectations. Today's global cus-tomer is interested in not just the quality of a productprovided but also the quality of the organization thatbacks it up. Customers want an excellent product or ser-vice from an organization that also provides accurate bill-ing, reliable delivery, after-purchase support, and socialresponsibility.• Opposing economic pressures. The global marketplaceexerts enormous, unrelentingto continually improve quality while simultaneously re-ducing the prices they charge for goods and services.The key to achieving higher quality and lower pricesfor customers is the reduction of the expenses associ-ated with satisfying unhappy customers-expenses thatamount to as much as 25% of the cost of sales in many• Senior management delegation and poor leadership.Some organizations attempt to start a quality initiativeby delegating responsibility to a hired expert ratherthan applying the leadership necessary to get everyoneinvolved.Manager of Quality/OrganizationalExcellence10This certification is for managers who lead and championcontinual process-improvement initiatives, farilitates andleads team efforts to establish and monitor customer andAs long as the concept of competition exists, there willbe a need for quality management. In the twenty-first cen-tury, globalization will only intensify the level of compe-tition businesses face. That is why the book you are nowreading has been translated into Korean and Indonesian.The concept of quality management is being adopted glob-ally and, as a result, will continue to be applied and refinedthrough this century.Companies that develop the characteristics listedabove will be those that fully institutionalize the principlesof quality management. Quality management as both apractice and a profession has a bright future. In fact, interms of succeeding in the global marketplace, qualitymanagement is the future. Consequently, more and morecompanies are making quality management the way theydo business, and more and more institutions of highereducation are offering quality management courses and• Team mania. Ultimately teams should be established,and all enhployees should be involved with them. However,working in teams is an approach that must be learned.Supervisors must learn how to be effective coaches, andemployees must learn how to be team players. The orga-nization must undergo a cultural change before teamworkcan succeed. Rushing in and putting everyone in teamsbefore learning has occurred and the corporate culture haschanged will create problems rather than solve them.supplier relations, supports strategic planning and de-ployment efforts, assists in the development of measure-ment systems, motivates staff, evaluates staff, managesprojects, manages human resources, analyzes budgets andfinances, evaluates risk, and uses management tools andtechniques.pressure on organizations. Deployment process. Some organizations develop qual-ity initiatives without concurrently developing plans forintegrating them into all elements of the organization(operations, budgeting, marketing, etc.).. Taking a narrow, dogmatic approach. Some organi-zations are determined to take the Deming approach,Juran approach, or Crosby approach and use only theprinciples prescribed in them. None of the approachesadvucated by dlıese and otlhei leading quality capents istruly a one-size-fits-all proposition. Even the experts en-courage organizations to tailor quality programs to theirindividual needs.Education and Experience Requirements In orderto sit for the Manager of Quality/Organizational Excellenceexamination, individuals must have ten years of experiencein one or more of the following areas: leadership, strategicplan development and deployment, management elementsand methods, quality management tools, customer focus,supply-chain management, and training and development.At least five of the ten years of experience in one or moreof these areas of expertise must be at the decision-makinglevel. Education waivers of up to five years are allowed forindividuals who have completed a diploma or degree froman institution accredited by the ASQ. The waivers applyas follows: (1) one year for a technical diploma, (2) twoyears for an associate degree, (3) four years for a baccalau-reate degree, and (4) five years for a master or doctoratedegree.companies.- New approaches to management. Companies thatsucceed in the global marketplace have learned thatyou manage budgets, but lead people. The old approachof providing an occasional seminar or motivationalspeech for employees without making any fundamen-tal changes in the way the organization operates will nolonger work.programs.QUALITY CERTIFICATIONSIn a competitive work environment, one of the ways thatquality professionals can distinguish themselves, enhancetheir credibility, and improve their career potential is tobecome certified in an appropriate quality discipline. TheAmerican Societyin a variety of disciplines, including Manager of Quality/Organizational Excellence, Quality Engineer, ReliabilityEngineer, Software Quality Engineer, Quality Auditor, SixSigma Black Belt, Six Sigma Green Belt, Quality Technician,Calibration Technician, Quality Improvement Associate,Quality Inspector, Quality Process Analyst, Hazard Analysisand Critical Point Auditor, Biomedical Auditor, andPharmaceutical GMP Professional.Quality Management Characteristicsfor the FutureQuality (ASQ) offers certifications. Confusion about the differences among education,awareness, inspiration, and skill building. In orderTo succeed in the global marketplace for now and in thefuture, organizations need to operate according to the prin-ciples of quality management. Such companies will have thefollowing characteristics:Examination Topics The ASQ offers a practice exami-nation that helps prospective examinees determine what thetest covers and what areas or topics they might need to re-view more thoroughly. The body of knowledge covered onthe examination for certification as a Manager of Quality/Organizational Excellence is as follows:. A total commitment to continually increasing value forcustomers, investors, and employees. A firm understanding that market driven means thatquality is defined by customers, not the companyThe requirements for all of these certifications are avail-able at the ASQ's Web site: www.asq.org/certification. At this. Leadership. Organizational structures and culture,leadership challenges, team and team processes, and theASQ Code of Ethics. • Strategic plan development and deployment. Strategicplanning models, business environment analysis, and stra-tegic plan deployment.- Management elements and methods. Managementand techniques, facilitation principles and techniques,communication skills, customer relations, supplier man-agement, and barriers to quality.- The quality system. Topics include elements of thequality system, documentation of the quality system,quality standards and other guidelines, quality audits,cost of quality, and quality training.. Product and process design. Topics include classifica-tion of quality characteristics, design inputs and review,technical drawings and specifications, design verification,and reliability/maintainability.. Product and process control. Topics include tools, ma-terial control, acceptance sampling, measurement andtesting, metrology, and measurement analysis.. Continuous improvement. Topics include quality con-trol tools, quality management planning tools, continuousimprovement techniques, corrective action, and preven-tive action.skills and abilities, communication skills and abilities,project management, quality systems, and quality modelsand theories.. Quality management tools. Problem-solving tools,process management, and measurement/metrics.- Customer-focused organizations. Customer identifica-tion, segmentation, and relationship management.- Supply-chain management. Supplier selection, suppliercommunications, supplier performance, supplier improve-ment, supplier certification/partnerships/ alliances, andsupplier logistics.. Training and development. Training plans, needs anal-ysis, training material/curriculum development and de-livery, and training effectiveness/evaluation.• Quantitative methods and tools. Topics incude col-lecting and summarizing data, quantitative concepts,probability distributions, statistical decision making, re-lationships between variables, statistical process control,process and performance capability, and design and anal-ysis of experiments.Quality Engineer"The Quality Engineer certification is for individuals whodevelop and operate quality control systems, apply and ana-lyze testing and inspection procedures, use metrology andstatistical systems to diagnose and correct quality problems,understand human factors and motivation, understandquality cost techniques, develop and administer manage-ment information systems, and audit quality systems foridentifying deficiencies and correcting them.examination for certification as a Quality Technician is asfollows:Quality Technician12This certification is for paraprofessionals who-under thedirection of quality engineers and managers-analyze andsolve quality problems, prepare inspection plans and in-structions, select applications for sampling plans, prepareprocedures, train inspectors, perform audits, analyze qualitydata, analyze quality costs, and apply basic statistical meth-ods for process control.. Quality concepts and tools. Topics include quality con-cepts, quality tools, and team functions.• Statistical techniques. Topics include general concepts,calculations, and control charts.Education and Experience Requirements In orderto sit for the Quality Engineer certification examination,individuals must have a minimum of eight years of workexperience in one or more of the following disciplines:management and leadership, the quality system, productand process design, product and process control, and con-tinuous improvement. Waivers of part of the experiencerequirement available to individuals who have completeda diploma or degree from an institution accredited by theASQ are as follows: (1) one year for a technical diploma,(2) two years for an associate degree, (3) four years for abaccalaureate degree, and (4) five years for a masters ordoctorate degree.. Metrology and calibration. Topics include measure-ment and test equipment and calibration.. Inspection and testing. Topics include blueprint read-ing and interpretation, inspection concepts, inspectiontechniques and processes, and sampling.. Quality audits. Topics include audit types, audit com-ponents, and tools/techniques.- Preventive and corrective action. Topics include pre-ventive action, corrective action, and nonconformingmaterial.Education and Experience Requirements In order tosit for the Quality Technician examination, individuals musthave at least four years of higher education and/or work ex-perience in one or more of the following disciplines: qual-ity concepts and tools, statistical techniques, metrology andcalibrativn, inspeclivu and testing, quality audits, and pie-ventive/corrective action. Education waivers of up to threeExamination Topics The ASQ provides a practice ex-amination that helps prospective examinees find out whatthe test covers and what areas or topics they might need toreview more thoroughly. The body of knowledge coveredon theis as follows:ycars are allowed for individuals who have completed a cer-tification program or degree from an institution accreditedby the ASQ. The waivers apply as follows: (1) one year forcertification through the Quality Technology program ofa community college or technical school, (2) two years foran associate degree, and (3) three years for a baccalaureate,masters, or doctorate degree.For more detail concerning the certification examina-tions, readers are encouraged to visit the certification pagesof the ASQ's Web site: www.asq.org/certification. Detailsconcerning study materials, costs, examination dates, andapplication procedures are provided on these pages.camination for certification as a Quality Engineer. Management and leadership. Topics include qualityphilosophies and foundations, the quality managementsystem, the ASQ Code of Ethics, leadership principlesExamination Topics The ASQ offers a practice ex-amination that helps prospective examinees find out whatthe test covers and what topics they might need to reviewmore thoroughly. The body of knowledge covered on the

Question

Read the pages and make a brief summary of them with your own words, please. Mention important parts. Also, you will put your comments and ideas about the topic. please don't write item by item . A commitment to leading people with a bias for continu-ous improvement and communication- A recognition that sustained growth requires the simulta-neous achievement of four objectives continually forever:(a) customer satisfaction, (b) cost leadership, (c) effectivehuman resources, and (d) integration with the supplierbaseWeb site, there is a list of the various certifications availablefor people to do their part in making the total quality ap-proach work effectively, they must have the skills to applythe fundamental tools of quality. Making them aware ofquality and inspiring them to accept it at a philosophicallevel are good and necessary steps in the right direction.But helping them develop the actual skills necessary toimplement the concept must also be part of the transfor-mational process.through the ASQ. Simply click on the certification of interest,and all relevant information pertaining to that certificationwill be available. In addition, the ASQ provides assistanceto potential examinees who are preparing for certificationexaminations: They may find the help they need underthe heading &#34;Prepare for the exam&#34; at the applicable pageon the ASQ's certification Web site address (www.asq.org/certification). The requirements and body of knowledge re-lating to the most pertinent of these certifications-Managerof Quality/Organizational Excellence, Quality Engineer,and Quality Technician-are summarized in the followingparagraphs.KEYS TO TOTAL QUALITYSUCCESSOrganizations that succeed never approach total quality asjust another management innovation or, even worse, as aquick fix. Rather, they approach total quality as a new way ofdoing business. What follows are common errors organiza-tions make when implementing total quality. The successfulorganizations avoid these errors.. A commitment to fundamental improvement throughknowledge, skills, problem solving, and teamwork. A commitment to fast-paced, constant learning, and anability to respond quickly to changes in the competitiveTHE FUTURE OF QUALITYMANAGEMENT IN THE TWENTY-FIRST CENTURYenvironmentA commitment to achieving end-to-end collaborationusing web-based, on-demand tools that are fully inte-grated throughout the supply chain. A commitnment to maintaining an environment in whichcreativity, critical thinking, and innovation are not justencouraged and supported. but demandedThere are several trends that will shape the future of qualitymanagement. These trends are as follows:. Increasing global competition. More and better com-petition from emerging industrialized nations will be anongoing part of life for organizations.- Increasing customer expectations. Today's global cus-tomer is interested in not just the quality of a productprovided but also the quality of the organization thatbacks it up. Customers want an excellent product or ser-vice from an organization that also provides accurate bill-ing, reliable delivery, after-purchase support, and socialresponsibility.• Opposing economic pressures. The global marketplaceexerts enormous, unrelentingto continually improve quality while simultaneously re-ducing the prices they charge for goods and services.The key to achieving higher quality and lower pricesfor customers is the reduction of the expenses associ-ated with satisfying unhappy customers-expenses thatamount to as much as 25% of the cost of sales in many• Senior management delegation and poor leadership.Some organizations attempt to start a quality initiativeby delegating responsibility to a hired expert ratherthan applying the leadership necessary to get everyoneinvolved.Manager of Quality/OrganizationalExcellence10This certification is for managers who lead and championcontinual process-improvement initiatives, farilitates andleads team efforts to establish and monitor customer andAs long as the concept of competition exists, there willbe a need for quality management. In the twenty-first cen-tury, globalization will only intensify the level of compe-tition businesses face. That is why the book you are nowreading has been translated into Korean and Indonesian.The concept of quality management is being adopted glob-ally and, as a result, will continue to be applied and refinedthrough this century.Companies that develop the characteristics listedabove will be those that fully institutionalize the principlesof quality management. Quality management as both apractice and a profession has a bright future. In fact, interms of succeeding in the global marketplace, qualitymanagement is the future. Consequently, more and morecompanies are making quality management the way theydo business, and more and more institutions of highereducation are offering quality management courses and• Team mania. Ultimately teams should be established,and all enhployees should be involved with them. However,working in teams is an approach that must be learned.Supervisors must learn how to be effective coaches, andemployees must learn how to be team players. The orga-nization must undergo a cultural change before teamworkcan succeed. Rushing in and putting everyone in teamsbefore learning has occurred and the corporate culture haschanged will create problems rather than solve them.supplier relations, supports strategic planning and de-ployment efforts, assists in the development of measure-ment systems, motivates staff, evaluates staff, managesprojects, manages human resources, analyzes budgets andfinances, evaluates risk, and uses management tools andtechniques.pressure on organizations. Deployment process. Some organizations develop qual-ity initiatives without concurrently developing plans forintegrating them into all elements of the organization(operations, budgeting, marketing, etc.).. Taking a narrow, dogmatic approach. Some organi-zations are determined to take the Deming approach,Juran approach, or Crosby approach and use only theprinciples prescribed in them. None of the approachesadvucated by dlıese and otlhei leading quality capents istruly a one-size-fits-all proposition. Even the experts en-courage organizations to tailor quality programs to theirindividual needs.Education and Experience Requirements In orderto sit for the Manager of Quality/Organizational Excellenceexamination, individuals must have ten years of experiencein one or more of the following areas: leadership, strategicplan development and deployment, management elementsand methods, quality management tools, customer focus,supply-chain management, and training and development.At least five of the ten years of experience in one or moreof these areas of expertise must be at the decision-makinglevel. Education waivers of up to five years are allowed forindividuals who have completed a diploma or degree froman institution accredited by the ASQ. The waivers applyas follows: (1) one year for a technical diploma, (2) twoyears for an associate degree, (3) four years for a baccalau-reate degree, and (4) five years for a master or doctoratedegree.companies.- New approaches to management. Companies thatsucceed in the global marketplace have learned thatyou manage budgets, but lead people. The old approachof providing an occasional seminar or motivationalspeech for employees without making any fundamen-tal changes in the way the organization operates will nolonger work.programs.QUALITY CERTIFICATIONSIn a competitive work environment, one of the ways thatquality professionals can distinguish themselves, enhancetheir credibility, and improve their career potential is tobecome certified in an appropriate quality discipline. TheAmerican Societyin a variety of disciplines, including Manager of Quality/Organizational Excellence, Quality Engineer, ReliabilityEngineer, Software Quality Engineer, Quality Auditor, SixSigma Black Belt, Six Sigma Green Belt, Quality Technician,Calibration Technician, Quality Improvement Associate,Quality Inspector, Quality Process Analyst, Hazard Analysisand Critical Point Auditor, Biomedical Auditor, andPharmaceutical GMP Professional.Quality Management Characteristicsfor the FutureQuality (ASQ) offers certifications. Confusion about the differences among education,awareness, inspiration, and skill building. In orderTo succeed in the global marketplace for now and in thefuture, organizations need to operate according to the prin-ciples of quality management. Such companies will have thefollowing characteristics:Examination Topics The ASQ offers a practice exami-nation that helps prospective examinees determine what thetest covers and what areas or topics they might need to re-view more thoroughly. The body of knowledge covered onthe examination for certification as a Manager of Quality/Organizational Excellence is as follows:. A total commitment to continually increasing value forcustomers, investors, and employees. A firm understanding that market driven means thatquality is defined by customers, not the companyThe requirements for all of these certifications are avail-able at the ASQ's Web site: www.asq.org/certification. At this. Leadership. Organizational structures and culture,leadership challenges, team and team processes, and theASQ Code of Ethics. • Strategic plan development and deployment. Strategicplanning models, business environment analysis, and stra-tegic plan deployment.- Management elements and methods. Managementand techniques, facilitation principles and techniques,communication skills, customer relations, supplier man-agement, and barriers to quality.- The quality system. Topics include elements of thequality system, documentation of the quality system,quality standards and other guidelines, quality audits,cost of quality, and quality training.. Product and process design. Topics include classifica-tion of quality characteristics, design inputs and review,technical drawings and specifications, design verification,and reliability/maintainability.. Product and process control. Topics include tools, ma-terial control, acceptance sampling, measurement andtesting, metrology, and measurement analysis.. Continuous improvement. Topics include quality con-trol tools, quality management planning tools, continuousimprovement techniques, corrective action, and preven-tive action.skills and abilities, communication skills and abilities,project management, quality systems, and quality modelsand theories.. Quality management tools. Problem-solving tools,process management, and measurement/metrics.- Customer-focused organizations. Customer identifica-tion, segmentation, and relationship management.- Supply-chain management. Supplier selection, suppliercommunications, supplier performance, supplier improve-ment, supplier certification/partnerships/ alliances, andsupplier logistics.. Training and development. Training plans, needs anal-ysis, training material/curriculum development and de-livery, and training effectiveness/evaluation.• Quantitative methods and tools. Topics incude col-lecting and summarizing data, quantitative concepts,probability distributions, statistical decision making, re-lationships between variables, statistical process control,process and performance capability, and design and anal-ysis of experiments.Quality Engineer&#34;The Quality Engineer certification is for individuals whodevelop and operate quality control systems, apply and ana-lyze testing and inspection procedures, use metrology andstatistical systems to diagnose and correct quality problems,understand human factors and motivation, understandquality cost techniques, develop and administer manage-ment information systems, and audit quality systems foridentifying deficiencies and correcting them.examination for certification as a Quality Technician is asfollows:Quality Technician12This certification is for paraprofessionals who-under thedirection of quality engineers and managers-analyze andsolve quality problems, prepare inspection plans and in-structions, select applications for sampling plans, prepareprocedures, train inspectors, perform audits, analyze qualitydata, analyze quality costs, and apply basic statistical meth-ods for process control.. Quality concepts and tools. Topics include quality con-cepts, quality tools, and team functions.• Statistical techniques. Topics include general concepts,calculations, and control charts.Education and Experience Requirements In orderto sit for the Quality Engineer certification examination,individuals must have a minimum of eight years of workexperience in one or more of the following disciplines:management and leadership, the quality system, productand process design, product and process control, and con-tinuous improvement. Waivers of part of the experiencerequirement available to individuals who have completeda diploma or degree from an institution accredited by theASQ are as follows: (1) one year for a technical diploma,(2) two years for an associate degree, (3) four years for abaccalaureate degree, and (4) five years for a masters ordoctorate degree.. Metrology and calibration. Topics include measure-ment and test equipment and calibration.. Inspection and testing. Topics include blueprint read-ing and interpretation, inspection concepts, inspectiontechniques and processes, and sampling.. Quality audits. Topics include audit types, audit com-ponents, and tools/techniques.- Preventive and corrective action. Topics include pre-ventive action, corrective action, and nonconformingmaterial.Education and Experience Requirements In order tosit for the Quality Technician examination, individuals musthave at least four years of higher education and/or work ex-perience in one or more of the following disciplines: qual-ity concepts and tools, statistical techniques, metrology andcalibrativn, inspeclivu and testing, quality audits, and pie-ventive/corrective action. Education waivers of up to threeExamination Topics The ASQ provides a practice ex-amination that helps prospective examinees find out whatthe test covers and what areas or topics they might need toreview more thoroughly. The body of knowledge coveredon theis as follows:ycars are allowed for individuals who have completed a cer-tification program or degree from an institution accreditedby the ASQ. The waivers apply as follows: (1) one year forcertification through the Quality Technology program ofa community college or technical school, (2) two years foran associate degree, and (3) three years for a baccalaureate,masters, or doctorate degree.For more detail concerning the certification examina-tions, readers are encouraged to visit the certification pagesof the ASQ's Web site: www.asq.org/certification. Detailsconcerning study materials, costs, examination dates, andapplication procedures are provided on these pages.camination for certification as a Quality Engineer. Management and leadership. Topics include qualityphilosophies and foundations, the quality managementsystem, the ASQ Code of Ethics, leadership principlesExamination Topics The ASQ offers a practice ex-amination that helps prospective examinees find out whatthe test covers and what topics they might need to reviewmore thoroughly. The body of knowledge covered on the

Accepted Answer

QUALITY MANAGEMENT SYSTEM:
Quality management system is a process , activities (inputs) and create…