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Hans India
2 days ago
- Business
- Hans India
Quality in Organizational Production Control Can Rely on Various Management Tools
Although the concept of quality and the path to achieving it can be subjective, quality has been consolidating through increasingly defined concepts. The methods for achieving it in the organizational context are also taking shape, and some tools have developed the status of being the main ones in this ongoing analysis. According to Quality Management experts, the objective is becoming a goal, and in many cases, even a concern for managers in both the private and public sectors. For this reason, recent data indicates that by the end of this decade, investments in personnel training, tools used in this process, from traditional methods to the most advanced software, may grow by more than 10% globally. But what are these tools, and how can they be understood, given that even the concept of quality is still a subject of intense debate? Despite the discussions, there is a consensus on the assertion that quality is the absence of defects in the product or service provided. Regarding the methods for achieving it, experts in the field are also moving toward a consensual view, focused on not abandoning some of the main strategies. Each tool would be more appropriately applied depending on the type of production and the stage reached by the project. Varun Rana has nearly two decades of experience and dedication to Quality Management. Discussing the steps and possible paths to achieving quality is something that has been part of his challenges throughout his career. Furthermore, the historical evolution of the concept has become something he masters both theoretically and practically. In this context, Varun Rana is a Quality Management expert with experience in manufacturing pharmaceutical and consumer products. He holds a postgraduate degree in Microbiology and has more than 17 years of multifaceted work in leading this type of management. To gain a better understanding of the subject, we invited him to collaborate on this article. "Quality Management gained even more emphasis during World War II, a historical event that shook the global economy. During that period, there was a significant scarcity of products, from raw materials to the final outcome of industrialization, as well as labor. Those not directly involved in the war were focused on production for the event itself. At the same time, there was no margin for error or time to revisit and correct the production process, especially in the countries involved in the battles," he says. The expert's explanation is crucial for understanding the strengthening of the process and the steps that followed. New scholars and implementers of tools emerged, which today serve as the foundation and pathway for the pursuit of success in Quality Management in both business and governmental organizations. The main pillars of this branch of management are also highlighted by the analyst. The quartet of fundamental factors leads to the model classified as the central goal of Quality Management, now taking center stage in the more contemporary phase of studies. "The foundation of Quality Management is centered on continuous improvement, stakeholder engagement, customer focus, and process step adjustments. Therefore, the proper application of each of these elements, without discarding any of them, would be the key to achieving the much-desired Excellence Model." In his home country of India, Varun Rana was awarded the Reckitt Benckiser Appreciation Certificate by the senior vice president for the South Asia region. The award was given for his contribution to the launch of the Nurofen product for children. His contribution was considered significant, and the product launch was deemed successful. With Varun Rana's help, it is easier to understand the three main methods used today to evaluate management. The choice of one of these methods can occur at any stage of management, whether in planning, organizing, directing, or controlling. The three main methods One of the most well-known methods is the Ishikawa Diagram, also known as the Fishbone Diagram. The name is suggestive because, at the end of the analysis of each cause and effect, the diagram takes on this fishbone-like appearance. Studies and implementations of this method were intensified in Japan, also influenced by the pre-Cold War period. Labor, raw materials, and project methods are the main components of the evaluation calculation structure. The Pareto method is another protagonist in this historical evolution. In summary, the analysis focuses on the 80/20 Theory. The explanation is that 80% of the problems would be caused by 20% of the causes. Thus, the efforts related to the pillars highlighted by Varun Rana would have more time to focus on the primary causes of obstacles. However, the attention would not be completely diverted from the 20% of problems, which are inversely related to the cause percentage. Lastly, among the three main methods, there is the PDCA Cycle. The topics are similar to the core themes of management (planning, organizing, directing, and controlling), but there are distinctions, as the expert emphasizes. In the case of the PDCA Cycle, what stands out is: Plan, Do, Check, and Act. The last item is focused on control and application, regardless of the stage the process is at, which would lead to the necessary reapplication in time without the need for project reengineering. "These are just three of the main methods. However, there is still a range of diagrams, histograms, and questionnaires that can assist with Quality Management in an organization. The choice depends greatly on the profile and goals of each project and operation. It is important to emphasize that the selection should be made during strategic planning, in order to reach even the last stage of the operational phase. As we said, none of the pillars (from internal engagement to customer focus) can be abandoned, nor should they be disconnected, regardless of the method used," he concludes.
Hans India
2 days ago
- Business
- Hans India
Expert Analyzes Advances in Quality Management and Situational Leadership in Organizational Management
Two areas within the field of Management have undergone radical changes since the second half of the last century. The steps forward became significant to unite efforts for more appropriate management, even though these concepts are still subjects of discussion in both theoretical and practical fields. Thus, Quality Management and Leadership, within People Management, have started to play a central role. Regarding the numbers that illustrate this, it is worth noting that global surveys clearly show organizations' interest in better days within the field of People Management. More than 70% of the organizations surveyed expressed a desire to invest more in what was once simply called Human Resources (HR). Of this total, more than 90% expressed interest in offering training beyond the strategic sectors, such as in the operational field. In relation to Quality Management, the numbers for investments in this area of management are also encouraging. Estimates suggest that by the end of this decade, investments in this area will grow by around 10%. The experience brought by Varun Rana is a perfect example of how the combination of these two disciplines has a lot to offer to the organizational field. It is a misconception to think that the concern with improving in these two aspects is only a reality in the private sector. According to specialists in the field, such as Varun Rana, governments worldwide are increasingly recognizing the need for continuous improvement. This mentality applies both to the management of human resources and to the control of products and services delivered to citizens. "Every project naturally has its leader, whether to calculate each step of the process or to execute those same steps later. Therefore, we can conclude that the entire team shares the same motivation as its leader or the one that the leader has instilled. In the same line of reasoning, quality control is present, regardless of the stage at which the control is entrusted. The final result of the product or service is a direct outcome of the inspiration instilled by those leading the ideas and executions, all shared through collective interaction." Details of the Career Varun Rana is a Quality Management Specialist with experience in manufacturing pharmaceutical and consumer products. He holds a postgraduate degree in Microbiology and has accumulated over 17 years of multifaceted work in leading this type of management. In his home country, India, Varun Rana was awarded the Reckitt Benckiser Appreciation Certificate by the Senior Vice President of the South Asia region. He received this award for his contribution to the product launch project of Nurofen, a pediatric product. The collaboration was deemed significant, and the product launch was considered successful. "Talking about quality control involves team engagement, in addition to the initial motivation already mentioned. Engagement is something more progressive, continuous in the process, and must go beyond motivation. This is yet another point that reinforces the interdependence of these two fields of Management: People Management and Quality Management. You cannot improve the external image of your brand without first getting your own employees to buy into the idea and embrace the project. Therefore, leadership plays a fundamental role when discussing and studying the processes aimed at achieving quality," added the expert. While quality management understood that meeting its goals would improve the company's image and strengthen its competitiveness, the advances in People Management have also left a legacy. In recent decades, there has been a better understanding and implementation of the situational leader concept. In practice, project leaders like Varun Rana explain that leadership models have become more flexible, shaped by each situation, work context, and strategically defined objectives. Another important point is that the merging of ideas has made teamwork truly collective, not just in name, in cases where the leader understood the best path to achieve quality. "The figure of the current leader also paves the way for a more participative routine. Of course, this does not represent the image of a negligent leader who delegates responsibilities haphazardly. However, the quality of the work environment is fully linked to the quality of the final result. And a leader needs to know the best ways to put this into action. Or, at most, the maximum tolerable moment to go back and correct. These are no longer secret formulas, but they remain challenging." Quality as the Main Motto The expert serves as the quality compliance lead for the Reckitt LCC site in the United States. With nearly two decades of experience, he ensures the promotion of a quality culture based on science and risk analysis, in a flexible, innovative, and customer-oriented way. Key elements of his career include transforming the site from a local supply platform to a global supply platform, aimed at securing and maintaining regulatory approvals. To reach this level, he led diverse teams and also spearheaded capacity building and mentoring of teams aligned with the business vision and mission. To highlight this experience, it is important to note that Quality Management in areas like healthcare, where Varun Rana has much of his career, is based on even more stringent control standards. Tools for applying and evaluating methods depend heavily on the project's style, with examples including the Ishikawa Cause-and-Effect Diagram, the PDCA Cycle, and the Pareto Diagram. However, these tools could fill entire chapters on their own.
Time of India
3 days ago
- Business
- Time of India
2 convicted to 5 years in 68cr bank fraud case
Mumbai: A magistrate's court on Thursday convicted and sentenced two men, Raza Naqvi (38) and Varun Rana (41), to five years of rigorous imprisonment for their involvement in a sophisticated financial fraud amounting to Rs 68.22 crore against Shinhan Bank in 2020. Naqvi and Rana were found guilty of flouting norms by sending Rs 68 crore in two months to companies in the US and Singapore. The fraudulent scheme involved crediting significant amounts into accounts in Mumbai (M/s ID Technologies Private Limited) and Delhi (M/s Liqus Tradex Private Limited). Instructions were then given to immediately remit equivalent sums in foreign currency, primarily to Singapore and the US. The fraud, which took place between Sept and Dec 2020, came to light after Shinhan Bank's New Delhi branch received a notice from the Cyber Cell, Odisha Police, regarding suspicious activities in M/s Liqus Tradex Pvt Ltd's account. This prompted an internal inquiry by the bank's Compliance Department, which uncovered high-volume, high-value domestic transactions inconsistent with the account holder's profile. Sponsored Links Sponsored Links Promoted Links Promoted Links You May Like Direct shopping From Adidas Franchise Store... Adidas Buy Now Undo Further investigations revealed that the photographs on identity documents (Aadhaar and PAN cards) submitted for opening accounts for both M/s Liqus Tradex Pvt. Ltd (New Delhi) and M/s ID Technologies Pvt Ltd (Mumbai) were identical, despite bearing different names. While another accused, Sumit Verma, was acquitted, two others, Anuj Kumar Chand and Sunita Devi, remain absconding. Public prosecutor Pravina Patil argued that it is a white-collar crime and had a significant effect on society. In a 60-page judgment, the magistrate stated that evidence from prosecution witnesses established that Raza Naqvi appeared before Shinhan Bank officials and participated in the account opening process of M/s ID Technologies Pvt Ltd by falsely identifying himself as Santosh Kumar. "Subsequently, this account was used to carry out large-scale foreign remittances amounting to Rs 68 crore, based on documents and representation believed to be genuine by bank officials. ..," additional chief judicial magistrate RD Chavan said. The magistrate said that prosecution evidence proved that accused Varun Rana posed as Jogendrasingh and represented himself as a director of M/s ID Technologies Pvt Ltd to Shinhan Bank. "Real Jogendra Singh has categorically denied having opened any such account…," the magistrate said. Get the latest lifestyle updates on Times of India, along with Eid wishes , messages , and quotes !
