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ALARP and Risk Management. 

ALARP stands for “as low as reasonably practicable”, or “as low as reasonably possible”.

https://www.presentationeze.com/presentations/risk-management-process/risk-management-full-details/alarp-risk-management-explained/

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Kanban Process and Management Control.

Kanban literally means a signal card, a visual card, or some form of signboard. The Kanban concept originated in the Toyota organization where it was applied to drive improvement throughout the production processes.

Toyota applied the Kanban process to optimize the level of inventory in use (work in progress), which minimized material holding costs, while simultaneously forcing quality improvement, equipment reliability improvement and the alignment of the production system to the demands of the customer.

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Lean Business Model.

Business is the process of transforming resources into products or services that an end user deems beneficial. The resources may be raw materials, equipment, technology, etc., the end product or service can be any multitude of every day items. What all such businesses have in common, is that their management seek to operate as efficiently as possible, i.e. there is a desire to operate in an optimized lean fashion.

Is there a lean business model that can be applied to facilitate managers towards their goal of achieving lean operation in their respective business?

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The “Process Improvement Team”

http://www.presentationeze.com/presentations/tqm-tools-and-techniques/tqm-tools-and-techniques-full-details/process-improvement-team/

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Benchmarking as part of TQM

Asking the question, “what is benchmarking in TQM”, leads us to see benchmarking as a method for developing within our organization a continuous structured process that leads to superior performance and a competitive advantage. The key is not to focus solely on numbers but to also focus on a commitment for process improvement. Measuring performance of an organization against that of “best in class” companies and by determining how the “best in class” achieve their performance levels and using the information as the basis for your own company’s targets, strategies and methods of implementation, can result in significant operational improvement.....

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Interpreting Statistical Process Control charts.

http://ow.ly/jrQv300ww7l

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Medical Device Risk Management.

http://ow.ly/kLXy300jFUX

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Equipment and process setup and changeover time reduction.

http://ow.ly/CkHY3006h4b

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Process Capability Analysis

http://ow.ly/4np8iL

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Continuous Improvement in Product and Process Quality

http://ow.ly/4mO7DO

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Medical Device Regulation. EU & Australia differences.

The Australian regulatory framework introduced in October 2002, has many similarities with that adopted by the European Union (EU).  However, while similar, the two systems do have some differences.

http://ow.ly/10w9Dt

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FDA’s 21 CFR Part 11

http://ow.ly/10iIvW

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Organizational Culture Management

http://ow.ly/ZQ3vZ

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Risk Assessment.

The ability to accurately and consistently assess risk is critical in the implementation of an effective risk management program.

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The Project Management Process

http://ow.ly/XW5In

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Introduction to Quality Assurance and Quality Management. 

http://ow.ly/X6hVg

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Quality Assurance

Introduction to quality assurance and quality management. 

http://ow.ly/X6hVg