The Role of Management in TQM
- The need for senior managers to get involved in TQM
- What senior managers need to know about TQM
- What senior managers need to do about TQM
- The role of middle managers
- The role of first-line managers
The Introduction of TQM
- Change and Continuous Improvement
- Forces for change
- How do companies get started?
- Approaches to TQM
A Framework for the Introduction of TQM
- Systems and techniques
- Measurement and feedback
- Changing the culture
- Use of the framework
Levels of TQM Adoption
- Level 1 – uncommitted
- Level 2 – drifters
- Level 3 – tool-pushers
- Level 4 – improvers
- Level 5 – award-winners
- Level 6 – world-class
- TQM sustaining audit tool: development and methodology
- Category 1 – internal / external environment
- Category 2 – management style
- Category 3 – policies
- Category 4 – organisation structure
- Category 5 – process of change
- What is policy deployment?
- The policy deployment process
- A check-reflect-improve-scrutinise-pass (CRISP)
- Approach to policy deployment
- Categorisation of quality costs
- Collecting quality costs
- Some cost aspects of manufacturing industry
- Reporting quality costs
- Use of quality costs
- QM and the management of people
- HR policies and practices
- Employee involvement
- Organisational culture
Managing Service Quality
- The service environment
- Defining service quality
- The role of personnel in
- Service delivery
- Long-term issues of partnership
- Barriers to developing partnerships
- Conditions of partnership
- The issues to be considered in partnership
- The process of partnership
- Potential difficulties of operating partnerships
- Chief officers, directors andheads of departments who wish to play a greater role in determining the quality policy within their organisations.
- Senior management team members who wish to create the strategic dialogue, organisational environment, atmosphere, values and behaviour in which total quality management (TQM) can achieve its potential.
- Those who wish to create an organisational culture in which each person in every department is fully committed to improving their own performance and is dedicated to satisfying their internal customers’ needs and future expectations.
- Middle and first-line management who wish to play a key role in putting the principles of TQM in place at the sharp end of their organisation.
- Management consultants
Upon completion of this course, you will be able to understand:
- The main reasons why senior management should become personally involved in TQM – what they need to know about TQM and what they need to do in terms of actions.
- The role of middle and first-line management as being key to putting in place the principles of TQM, and the activities which they need to get involved with.
- Change and continuous improvement.
- How the improvement process is triggered.
- A range of approaches which can be followed in the introduction of TQM.
- The structure of a framework to assist with the introduction of TQM.
- Six levels of TQM adoption that can be used as an internal measure by which organisations can compare their standing and which help them review their performance.
- Some of the typical problems in sustaining TQM.
- An audit tool by which organisations can assess if they are experiencing the factors which can have a negative impact on the sustainability of TQM.
- The history and concept of policy development.
- A policy deployment model that will enable an organisation to deploy, in an effective manner, its vision, mission, goals, objectives, targets and means.
- Why quality costs are important to management.
- How to identify, collect, analyse, report and use quality costs to best advantage.
- The typical pitfalls in quality cost collection.
- The need to consider the ‘soft-aspects’ of TQM.
- The key role that the HR function can play in the development and success of TQM.
- The implications for service quality in a changing business environment.
- The characteristics of service, the service quality GAP model, dimensions and determinants of service and service encounters and service delivery processes and the role of personnel.
- The importance and role of supplier development in TQM and the need to develop long-term collaborative business partnerships between customer and supplier.
- The typical barriers in supplier development.
- How organisations should start and advance the partnership concept.
To explore LBTC’s Advanced Quality Management Systems, Tools and Techniques course, click the link below:
£5105 + VAT