http://tc.eserver.org/dir/Articles/Management/Quality A listing of the most recently indexed works about Articles and Management and Quality in the field of technical communication. en-us Copyright (c) 2005-10 by the EServer. All rights reserved. tclib-editorial@eserver.org (TC Library Editorial Board) webmaster@eserver.org (Geoffrey Sauer) http://tc.eserver.org/images/newlogo.gif http://tc.eserver.org/dir/Articles/Management/Quality http://tc.eserver.org/36425.html http://tc.eserver.org/36425.html Six Sigma is the formal discipline used to rethink and, if necessary, redesign business operations from a customer-centric position to improve business performance and maximize customer satisfaction. Customer-centric Enterprise Content Management (ECM) is all about customer-facing content, regardless of how the content reaches the customer, be it in print, on the Web, via interactive customer support systems, or over the telephone, where "customer" designates both internal and external recipients of content. The commonality between the two fields of practice is, of course, the customer. Often, however, the perception of Content Management is limited in the corporate consciousness to "managing Web content." Six Sigma provides us with plenty of reasons to seriously consider ECM from a much broader perspective. ECM is no longer primarily a tool to manage Web content or technical documentation, but a key business strategy to enhance and improve the customer experience. This article explores six reasons to implement ECM as a strategic business initiative. http://tc.eserver.org/34233.html http://tc.eserver.org/34233.html How do we know whether content is any good? This simple question does not have a simple answer. Yet, I think having a good answer would help us show our employers and clients why their content needs to improve and how their content compares to the competition’s. http://tc.eserver.org/30545.html http://tc.eserver.org/30545.html This discussion is intended for people who have recently assumed project management responsibilities (or want to). Project and quality management is about developing a plan, working the plan, and evaluating the results. http://tc.eserver.org/30417.html http://tc.eserver.org/30417.html By developing a strategic plan, finding out if we are producing the right learning products in the most efficient way, and changing to a minimalist document design, we can meet the challenges of the present business environment. Since many of us are now expected to produce more with less while maintaining or improving the quality of the products we produce, we need to manage our function better. By following the suggestions in this paper, you will be able to: communicate the importance of your function; get control of your function; demonstrate how you add value to your companies' products. http://tc.eserver.org/29645.html http://tc.eserver.org/29645.html This paper describes what we learned during the development and implementation of a quality improvement program in the Documentation Development Division at SAS Institute Inc. Our division includes 48 writers and 12 editors. What we learned is that a quality improvement program needs to preserve collegiality, be repeatable and improvable over time, and be part of an integrated effort to create and maintain documentation standards and guidelines. http://tc.eserver.org/24338.html http://tc.eserver.org/24338.html How do you ensure that business software systems will be good quality, i.e. they will meet the business need and have few bugs? How might 'testing' be perforned at the requiremenst and design stages? http://tc.eserver.org/23384.html http://tc.eserver.org/23384.html Quality Systems (QS) have become essential for (inter-)national competition. Companies spend large amounts of money for 'measuring' quality defined by national and international standards. Quality, however, is a value, and like creeds and ideologies values cannot be measured with scientific exactness and are difficult to control. Total Quality Management (TQM) and other standardized concepts take that idealistic dimension into account. Certification according to ISO 9000, for instance, covers only about 50% of a TQM implementation.