Quality has become a must for all industries and services. The challenge today is not only to implement quality programs. It is also to reach high performance and ensure customer loyalty through products and services delivered on time at the right quality level, at the right price.
The main purpose of this course is to give an integrated view of quality management, quality systems, and improvement techniques: how they are linked, how to integrate them into the organization the second purpose is for the participants to learn and use an efficient quality improvement toolbox and methodology.
At the end of this course the participants will be able to:
Understand the evolution of quality management in products and services.
Assess the quality performance of a business and its financial considerations.
Understand the quality management functions, how they are linked, and make recommendations to an organization.
Recommend an appropriate quality improvement methodology with respect to a company’s structure, culture, and values.
Understand the link between quality, human resources, change management, and leadership.
Improve system performance without incurring additional capital or operating costs.
Learn how to improve throughput and cycle time without the need for added resources.
Adapt your Lean systems to manage unexpected disruptions.
Focus management effort and resources to best effect.
Increase in inventory turnover and shorten lead times.
Individuals
Managers
Supervisors
Everyone those that are engaged in quality models, awards, ISO, and TQM implementation as well as rising structure performance.
Definition of quality and quality models
History of quality
Defining TQM
TQM critical success factors
The relationship between ISO 9000 and TQM
Benefits of implementing a quality model
The cost of poor quality
Comparing the gurus (Deming, Crosby, Juran, etc.)
National quality awards:
The Malcolm Baldrige national quality award
EFQM, Dubai Quality Award, and HH Sheikh Khalifa Excellence Award
Selecting the right model for your organization
The quality maturity ladder
Customer-driven quality
Plan, Do Check, Act (PDCA) model
Eight-step problem-solving methodology
Process thinking
Eliminating the nonvalue added
Management by facts and data
Continual improvement and Kaizen
Enhanced employee participation through idea-generating systems
Employee reward and recognition
What is a quality tool?
The seven quality control tools
Cause and effect diagram, check sheet, control charts, histogram, Pareto chart, scatter diagram, stratification
Brainstorming
Tree diagrams: how-how and why-why diagrams
Force field analysis
Affinity diagrams
Process mapping: 'the turtle'
Poka-yoke
Lean thinking
The seven types of waste in organizations
Visual management and the 5S program
Six sigma
Definition of benchmarking and reasons to benchmark
Levels of benchmarking
Pros and cons of different benchmarking approaches
Unit 5: Elements of a Continuous Improvement Process:
The eight steps to achieve improvement
Critical success factors and common failure factors in TQM
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