Dr. W. Edwards Deming’s philosophy on improving quality is about focusing on continuous improvements in products, and service quality by minimizing uncertainty and variability in design, manufacturing, and service processes, to be led by top management leadership [SIM, 2014].
Deming’s 14 points on total quality are:
1. Create and publish a company mission statement and commit to it.
2. Learn the new philosophy.
3. Understand the purpose of inspection.
4. End business practices driven by price alone.
5. Constantly improve system of production and service.
6. Institute training.
7. Teach and institute leadership.
8. Drive out fear and create trust.
9. Optimise team and individual efforts.
10. Eliminate exhortations for work force.
11. Eliminate …show more content…
Asset management [Zhao, F., 2004]
These programs and tools only serve as a guideline. Each Siemens business unit would have to build up its own TOP+ program with the TOP+ tool kit to come up with respective situation, its goal, and the appropriate measures to reach it. For example, in 2001, Siemens VDO Automotive business unit introduced TOP+ WIP (Worldclass Improvement Program) focusing on a Zero Fault quality initiative, leveraging production and procurement synergies, and outsourcing [Siemens, 2003].
In addition, Siemens introduced 2 major organisation innovations under TOP+ program: the implementation of Business Process Re-engineering (BPR) and the Spiridon SAP R3 Asia Pacific template. The BRP was targeted to reduce operating cost, increase operation efficiency and drive business benefits by simplifying and standardizing core business process while Spiridon SAP R3 Asia Pacific template targets on the areas of accounting, planning and controlling, reporting, order management, service management and sourcing. The key benefits for implementation Spiridon SAP R3 Asia Pacific template includes reduction in IT cost, enabling faster portfolio adjustments and through platform standardization supporting e-Business transformation process [Zhao, F., 2004]. These efforts align with points 2, 5, 13 and 14 of Deming’s 14 Points that works towards Business …show more content…
According to Siemens (2010), SLE is a development program for Siemens leaders which consists of series of courses focusing on 5 level of leadership, specifically: Management, Advance Management, General Management, Top Management and Corporate Management. According to George, B. [2011], LC provides Siemens with a range of business-related learning based on Siemens’s individual business units’ requirements. These programs include seminars, e-learning and workshops for individual Siemens’s employees and teams as well as organisational units. Siemens Chief Learning Officer , Ms. Marion Horstmann, who is also the head of Siemens’ Leadership Excellence Program and Head of Corporate Human Resources Strategy categorises Siemens’ learning into 3 segment, namely: product learning which occurs within the main sectors and business, the SLE which equips the leaders of Siemens with leadership skills and simultaneously expose them to Siemens’s strategies, and business learning covering subjects like sales, quality, manufacturing and Research and Development (R&D). These efforts align with point 6, 7 and 13 of Deming’s 14 Points that contributes towards Business
Deming’s 14 points on total quality are:
1. Create and publish a company mission statement and commit to it.
2. Learn the new philosophy.
3. Understand the purpose of inspection.
4. End business practices driven by price alone.
5. Constantly improve system of production and service.
6. Institute training.
7. Teach and institute leadership.
8. Drive out fear and create trust.
9. Optimise team and individual efforts.
10. Eliminate exhortations for work force.
11. Eliminate …show more content…
Asset management [Zhao, F., 2004]
These programs and tools only serve as a guideline. Each Siemens business unit would have to build up its own TOP+ program with the TOP+ tool kit to come up with respective situation, its goal, and the appropriate measures to reach it. For example, in 2001, Siemens VDO Automotive business unit introduced TOP+ WIP (Worldclass Improvement Program) focusing on a Zero Fault quality initiative, leveraging production and procurement synergies, and outsourcing [Siemens, 2003].
In addition, Siemens introduced 2 major organisation innovations under TOP+ program: the implementation of Business Process Re-engineering (BPR) and the Spiridon SAP R3 Asia Pacific template. The BRP was targeted to reduce operating cost, increase operation efficiency and drive business benefits by simplifying and standardizing core business process while Spiridon SAP R3 Asia Pacific template targets on the areas of accounting, planning and controlling, reporting, order management, service management and sourcing. The key benefits for implementation Spiridon SAP R3 Asia Pacific template includes reduction in IT cost, enabling faster portfolio adjustments and through platform standardization supporting e-Business transformation process [Zhao, F., 2004]. These efforts align with points 2, 5, 13 and 14 of Deming’s 14 Points that works towards Business …show more content…
According to Siemens (2010), SLE is a development program for Siemens leaders which consists of series of courses focusing on 5 level of leadership, specifically: Management, Advance Management, General Management, Top Management and Corporate Management. According to George, B. [2011], LC provides Siemens with a range of business-related learning based on Siemens’s individual business units’ requirements. These programs include seminars, e-learning and workshops for individual Siemens’s employees and teams as well as organisational units. Siemens Chief Learning Officer , Ms. Marion Horstmann, who is also the head of Siemens’ Leadership Excellence Program and Head of Corporate Human Resources Strategy categorises Siemens’ learning into 3 segment, namely: product learning which occurs within the main sectors and business, the SLE which equips the leaders of Siemens with leadership skills and simultaneously expose them to Siemens’s strategies, and business learning covering subjects like sales, quality, manufacturing and Research and Development (R&D). These efforts align with point 6, 7 and 13 of Deming’s 14 Points that contributes towards Business