7 services found

Quality Management International, Inc. (QMII) services

Capability Maturity Model Integration (CMMI)

Developed by the Software Engineering Institute (SEI) at Carnegie Mellon University, the Capability Maturity Model Integration (CMMI) is a process model framework. It is a structured and systematic collection of best practices, which can be used as a tool within your organization`s management system to guide process improvement. Under the CMMI methodology, processes are rated according to their maturity levels, which are defined as: Initial, Repeatable, Defined, Quantitatively Managed and Optimizing. The CMMI process model framework is organized in groups or `process areas` called constellations. There are currently three available constellations – CMMI for Development, CMMI for Services, and CMMI for Acquisition. While CMMI was historically used in software development, it has been generalized to measure the performance of processes across all areas of any type of organization.

People: Empowerment Through Management Systems

Generally, we are not inclined to welcome the introduction of formal management systems. We have visions of increased bureaucracy and paperwork. We may also fear the more focused accountability imposed by formal systems.Organizations already afflicted with old sets of procedures, measured by the foot (metre) or pound (kilogram), often have a different problem. Here, everyone knows that the procedures are not accurate and any new edict to comply with them is unlikely to improve anything. Such edicts do not inspire the people to use the system.

Segmented, Combined and Integrated Systems

Integrated Management Systems (often confused with Combined Management Systems) are when the segmented management systems are integrated with the financial management system, linking process and performance directly to financial performance. Integrated management systems are also referred to as business management systems.While every business has only one management system, certain factors such as timing, resources and particular customer demands may require us to consider part of the system for a particular stakeholder. Segmented Management Systems can be very effective tools for focusing valuable resources on particular stakeholder requirements. Below are working definitions for several types of segmented management systems:

System Standards vs. Management Systems

System standards are not management systems!ISO 9001 and ISO 14001 are management system standards. They do, however, provide a model that an organization can choose to use to develop their own management system.Management system standards reflect accepted and agreed good management practices for determining, fulfilling and delivering upon particular stakeholder requirements. System standards are often agreed by large groups of people, often from varying backgrounds. Consequently, system standards will trail the technology curve by 10 to 15 years – but, this does not mean system standards lack great value!

Eight Wastes Caused by Workplace Systems

Clients engage us to design and develop the systems that run their businesses. We develop systems so they can be used to hasten the rate at which their core processes add value as they work to convert the needs of their customers into cash. Our clients go beyond waste reduction to release time and resources for their processes to fulfill the needs of their customers.Waste is inherent to our workplace systems. No matter if you are making goods, providing services or doing admin; the waste is common to the systems that naturally govern work. Such waste gets in the way, slows, disturbs or stops you from quickly making your customers (those who receive the results of your work) more successful.

State-of-the-Art Management Systems

Modern management systems are no longer two-dimensional documentation exercises where the purpose of the system is to document for control. Management systems now extend into 3rd and 4th dimensions – depth and time.Depth is apparent when management system documentation must link directly to underlying databases the organization uses in day-to-day operations. Electronic management systems can accomplish this fairly easily, but some legacy management systems struggle to make this jump. Time is apparent in state-of-the-art management systems when critical controls, resources, and process inputs change with time and react dynamically to the needs of the people using the system.

Continual Improvement of Your Management System

All management systems must have processes for continual improvement to sustain success. Developed, effective management systems must continually improve or they slowly deteriorate - often before people realize that a problem exists. Regardless of the management fad the organization has chosen for that month, continual improvement always involves two things (see step nine of the system development grid.