Course Overview
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Course Synopsis
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The aim of Total Quality Management is to define all aspects of quality, and to explain its importance in organizations. It details the key components of quality management and its relevance to organizations producing goods and services. It focuses on the different views of quality and stands for some of the latest ways in which organization can incorporate quality to its goods and services. It helps the organization regardless of its size and business nature within its domain.
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Course Learning Outcomes
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At the end of the course, you should be able to:
- Explain quality from a management point of view.
- Know how to implement and manage quality programs in your own environment.
- Appreciate the necessity for a quality focus for the successful performance of modern organizations.
- Describe that implementing a quality program must include the process of continuous improvement and life long learning.
- Appreciate how your own specialist areas are able to and are required to contribute to the quality management processes in an organization, may it be manufacturing, services, government, education, healthcare or an NGO.
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Course Calendar
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2
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Total Quality Management, Total Organization Excellence and Systems Thinking
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3
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Integrating People and Processes for Performance
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4
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RATER for Products, Services and Artifacts. Fundamentals of Total Quality
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5
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Total Quality Management and Global Competitive Advantage
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6
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Bringing Quality through Discussions and Meetings about Planning for Quality
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7
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Leaders in Quality Revolution and Defining Quality
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8
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Taguchi Loss Function and Quality
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9
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WTO, Shifting Focus of Corporate Culture and Organizational Models
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GDB
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10
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Historical View and Paradigms of Quality. Philosophies of Crosby, Juran, Ishikawa &Taguchi
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11
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Deming Chain Reaction, Quality and Productivity and SIPOC Model of Quality
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12
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Evolution of Quality Management and Hierarchy of Q
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13
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Deming’s System of Profound Knowledge
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Quiz 01
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14
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14 Points of Deming Philosophy
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15
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Deming Cycle and The Juran Quality Trilogy
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16
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Juran and Crosby on Quality. Quality is Free
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Quiz 02
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17
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Crosby’s Costs of Quality
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18
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Costs of Quality and Return on Quality
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19
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Overview of Total Quality Approaches
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Assignment
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20
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Business Excellence Models. BQA, EFQM(EQA) and International ISO-9000 QMS
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21
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Designing Organizations for Quality. ISO 9001(2000) and ISO 9004(2000), a Consistent Pair
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22
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Developing ISO 9001(2000) QMS for Q Certification:ISO-9001 QMS Documentation @ Clause No.4
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23
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ISO-9001(2000) QMS: Clause #5 Management Responsibility
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24
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ISO-9001(2000) QMS: Clause #6 Resources Management
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25
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ISO-9001(2000) QMS: Clause #7 Product Realization and Customer Related Processes
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26
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ISO-9001(2000) QMS: Clause #7 Control of Production and Services
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27
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ISO-9001(2000) QMS: Clause # 8 Measurement, Analysis and Improvement
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28
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Preventive and Corrective Actions. Quality in IT Softwares and CMMI Levels of Maturity
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29
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Benefits and Barriers in Installing ISO-9001 QMS
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30
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Creating Business Excellence in Pakistani Organizations
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31
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Control Mechanisms for Creating Quality at Strategic , Tactical and Operational Levels
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Quiz 03
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32
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Big Q and Small q . Leadership for Quality
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33
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Strategic Planning for Quality and New Management Advanced Quality Planning Tools.
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34
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Hoshin Kanri and Policy Deployment. Balance Scorecards
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35
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QFD and other Improvement Tools. Implementing a TQ Strategy
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36
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Basic SQC improvement Tools
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37
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How is TQ being Implemented? A Dialogue with a Multinational Manufacturing Company Quality
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38
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Cause and Effect Model and Run Charts for Quality Improvement
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39
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Understanding SPC for Continual Quality Improvement
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41
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Statistical Thinking for Process Improvement to bring Quality in Products and Services
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42
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An Interview of the CEO, Head IT, HR, and Quality Engineering of a CMMI Level 5 Pakistan
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43
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Importance of Teamwork Culture for TQM
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44
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Understanding Empowerment for TQM. Focusing on Customer Suppliers Relationships
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45
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Innovation, Knowledge Management and Learning Organization
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