Seminar or Course Number 025 -
Modern Quality Systems Course, Leading to
Diploma–Postgraduate in Modern Quality Systems, 30
Credit-Hours, accumulating to a Postgraduate
Certificate, with 150 additional Credit-Hours, and a
Postgraduate Diploma, with 330 additional Credit-Hours.
Course contents include
Information Management,
Quality Consciousness, Quality Assurance,
Positive
Organisational
Image, Operational Costs, Service
Liability Litigation, Modern Control Systems, Management Information System,
Computerised Information Systems, Information Speed, Information Retrieval,
Management Accounting System,
Import – Conversion – Export Process, Control Systems,
Import Process,
Conversion Process, Export Process, Operational Control System, Service
Operation, Process Scheduling, Detailed Scheduling, Inventory Control, Cost
Control, Quality Control, Utilisation of Organisational Resources, Co-Ordaining
As a Control Mechanism, Mutual Adjustment, Direct Supervision, Standardisation
of Work Process, Standardisation of Input-Skills, Knowledge and Attitudes,
Standardisation of Output, Organisational Structure, Control Function,
Monitoring Quality Systems, Perceptual Value, Quality Assurance, Quality
Assurance from Quality Objectives, Quality Benchmarking, Achieving Quality,
Philip Crosby, Edwards Deming, Joseph Juran, Shigeo
Shingo, Internal and External
Environmental Analysis, Quality and Strategic Operational Review, Incremental
Quality Improvement, Identifying Areas for Quality Improvement, Communication
for Quality Improvement, Research and Development.
Course Co-ordinator:
Prof. Dr. R. B. Crawford is
Course
Coordinator. He is the Director of HRODC Postgraduate Training
Institute, A Postgraduate-Only Institution. He has the following
Qualifications and Affiliations:
Doctor of Philosophy {(PhD) {University College
London (UCL) - University of London)};
MEd Management (University of Bath);
Postgraduate (Advanced) Diploma Science Teacher
Ed. (University of Bristol);
Postgraduate Certificate in Information Systems
(University of West London, formerly Thames Valley University);
Diploma in Doctoral Research Supervision,
(University of Wolverhampton);
Teaching Certificate;
Fellow of the Institute of Management
Specialists;
Human Resources Specialist, of the Institute of
Management Specialists;
Member of the Asian Academy of Management (MAAM);
Member of the International Society of Gesture
Studies (MISGS);
Member of the Standing Council for Organisational
Symbolism (MSCOS);
Member of ResearchGate;
Executive Member of Academy of Management (AOM).
There, his contribution incorporates the judging of
competitions, review of journal articles, and guiding the
development of conference papers. He also contributes to the
Disciplines of:
Human Resources;
Organization and Management Theory;
Organization Development and Change;
Research Methods;
Conflict Management;
Organizational Behavior;
Management Consulting;
Gender & Diversity in Organizations; and
Critical Management Studies.
Professor Dr. Crawford has been an Academic in
the following UK Universities:
University of London (Royal Holloway), as
Research Tutor;
University of Greenwich (Business School), as
Senior Lecturer (Associate Professor), in Organisational
Behaviour and Human Resource Management;
University of Wolverhampton, (Wolverhampton
Business School), as Senior Lecturer (Associate Professor), in
Organisational Behaviour and Human Resource Management;
London Southbank University (Business School), as
Lecturer and Unit Leader.
His responsibilities in these roles included:
Doctoral Research Supervisor;
Admissions Tutor;
Postgraduate and Undergraduate Dissertation
Supervisor;
Programme Leader;
Personal Tutor.
For Whom This Course is Designed
This Course is Designed For:
-
Quality
Managers
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Project Managers
-
Production Managers
-
Production Supervisors
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Product Engineers
-
Inspectors
-
Line Leaders
-
Production Operators
-
Those with responsibility for implementing quality management systems
-
Those with an interest in quality management systems
-
Those starting their career in quality management
Duration:
6 Days
Cost: £6,000.00
Per Delegate
The course cost does not include living accommodation. However,
delegates are treated with the following:
-
Free Continuous
snacks throughout the Event Days;
-
Free Hot Lunch on
Event Days;
-
Free City
Tour;
-
Free
Stationery;
-
Free On-site
Internet Access;
-
HRODC Postgraduate
Training Institute’s Diploma – Postgraduate; or
-
Certificate of
Attendance and Participation – if unsuccessful on resit.
HRODC Postgraduate Training Institute’s Complimentary Products include:
-
HRODC Postgraduate
Training Institute’s
Leather Conference Folder;
-
HRODC Postgraduate
Training Institute’s
Leather Conference Ring Binder/
Writing Pad;
-
HRODC Postgraduate
Training Institute’s
Key Ring/ Chain;
-
HRODC Postgraduate
Training Institute’s
Leather Conference (Computer –
Phone) Bag
– Black or Brown;
-
HRODC Postgraduate
Training Institute’s
8GB USB Flash Memory Drive,
with Course/ Programme Material;
-
HRODC Postgraduate
Training Institute’s Metal Pen;
-
HRODC Postgraduate Training Institute’s
Polo Shirt.
Location: Central London and International Locations
Course Objectives
By the conclusion of the specified learning and development
activities, delegates will be able to:
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Demonstrate their appreciation for consumer and client demand for quality;
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Demonstrate their awareness of consumers’ increasing quality consciousness;
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Exhibit an understanding of the role of Quality Systems in:
-
Creating a
positive
organisational
image;
-
Lowering operational costs;
-
Reducing or averting product or service liability litigation.
-
Demonstrate their understanding of ‘Modern Control Systems’;
-
Determine the place of mutual adjustment, as a co-ordinating mechanism
within specific organisational settings – determined by their sizes and
stages of development, and work process;
-
Determine how management information systems support organisational control;
-
Determine the cybernetic value of computerised information system in general
organisational functioning and specifically management control system;
-
Evaluate the impact of a haphazard management accounting system on the
overall organisational control mechanism;
-
Explain the import conversion export process;
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Apply the concept of equifinality in organisational control;
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Indicate when managerial control should be relaxed, to facilitate
organisational development, quality improvement and continuous professional
development;
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Establish quality objectives;
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State quality objectives as precisely as possible;
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Set quality objectives in relation to other organisational objectives;
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Relate objectives to specific actions, whenever necessary;
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Pinpoint expected results;
-
Specify when goals are expected to be achieved;
-
Distinguish between strategic, tactical and operational quality objectives;
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Establish a ‘quality-throughput accounting balance’;
-
Demonstrate how a continuous improvement strategy might be designed and
implemented;
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Illustrate how just-in-time system works in practice;
-
Establish the difference in ‘push’ and ‘pull’ between Just-In-Time (JIT)
System and Material Requirement Planning (MRP);
-
Demonstrate their understanding of the fundamental differences between JIT
and MRP;
-
Demonstrate the quality benefits of JIT vs. MRP;
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Indicate the quality issues involved in JIT and MRP;
-
Exhibit Their understanding of the Sourcing strategies, which are
necessarily employed in JIT and MRP;
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Demonstrate their ability to circumvent problems posed by Single Sourcing;
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Exhibit their understanding of the fundamental tenets of Total Quality
Management (TQM);
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Demonstrate their ability to contextualise the following:
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What is the International Organisation for Standardization (ISO);
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What
‘international standardization’ means;
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How ISO standards benefit society;
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The hallmarks of the ISO brand;
-
ISO and world trade;
-
ISO and developing countries;
-
How to recognize an ISO standard;
-
The big, wide world of ISO standards;
-
What makes ISO 9000 and ISO 14000 so special;
-
What makes conformity assessment so important;
-
ISO9000 as a quality framework;
-
The ISO 9000 Family;
-
ISO 1400: An Introduction.
-
Demonstrate their
understanding of the role of the British Standard Institution (BSI) as an
International Quality Assessment Body;
-
Exhibit their ability to
plan, establishing & monitor Quality Systems;
-
Exhibit an understanding
of the fundamental principles of Total Quality Management (TQM);
-
Demonstrate their ability
to Implement and Monitoring TQM;
-
Demonstrate an understanding of the operational constraints of popular
quality systems;
-
Illustrate the perceptual value of quality assurance;
-
Exhibit their ability to establish quality assurance from quality
objectives;
-
Demonstrate their ability to Quality Benchmarking;
-
Evaluate the standards proposed by internationally acclaimed quality
protagonists, such as:
-
Philip B. Crosby,
-
W. Edwards Deming,
-
Joseph M. Juran,
-
Shigeo
Shingo, and
-
Armand V. Eeigenbaum.
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Use quality as a basis for conducting an internal and external environmental
analysis;
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Demonstrate their ability to use quality as the basis for conducting a
strategic operational review;
-
Exhibit their ability to initiate and institutionalise incremental
quality improvement;
-
Demonstrate their ability to Identify areas for quality improvement;
-
Exhibit an understanding
of the role of communication for quality improvement;
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Demonstrate their
understanding of the role of Research and Development for Quality Improvement.
Course Contents, Concepts and Issues
Part 1: Quality Rationale and Information Management
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Quality: A Definition;
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Clients’ Quality Consciousness;
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The Law and Development of Quality Assurance;
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Using Quality As A Tool To:
-
Create a
Positive
Organisational
Image;
-
Lower Operational Costs;
-
Reduce or Avert Product or Service Liability Litigation.
-
Modern Control Systems;
-
Management Information System;
-
Computerised Information Systems;
-
Information Speed;
-
Information Retrieval;
-
Management Accounting System.
Part 2: The Import – Conversion – Export Process and Control Systems (1)
Part 3: The Import – Conversion – Export Process and Control Systems (3)
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Inventory Control;
-
Cost Control;
-
Quality Control;
-
Controlling Utilisation of Organisational Resources;
-
Co-Ordaining As a Control Mechanism;
-
Mutual Adjustment;
-
Direct Supervision;
-
Standardisation of Work Process;
-
Standardisation of Input-Skills, Knowledge and Attitudes;
-
Standardisation of Output;
-
Organisational Structure as a Control Function;
Part 4: Quality Management, Organisational Communication and Decision-making
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Communication Dissemination;
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Decision Making Involvement;
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The ‘In’ Inventory;
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The ‘Out’ Inventory;
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The ‘JIT’ Inventory System;
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The Kanban System;
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Establishing Quality Objectives;
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Stating Precise Objective;
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Setting Quality Objectives In Relation To
Other Organisational Objectives;
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Relating Objectives to Specific Actions;
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Pinpointing Expected Results;
-
Specifying When Goals Are Expected To Be
Achieved;
-
Distinguishing Between Strategic, Tactical
and Operational Quality Objectives;
-
Establishing a ‘Quality-Throughput Accounting
Balance’;
-
Continuous Improvement Programme.
Part 5: JIT vs MRP, and pertinent Quality Systems
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Just-In-Time (JIT) Compared With Material Requirements Planning (MRP);
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JIT Vs MRP: Component and Material Sourcing Strategy;
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The Quality Benefits of JIT vs. MRP;
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The Quality Issues Involved In JIT and MRP;
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Kaizen or Continuous Improvement;
-
Modern Quality Systems;
-
The British Standard Institution (BSI) as an International Quality
Assessment Body;
-
The Fundamental Principles of Total Quality Management (TQM);
-
Implementing and Monitoring TQM;
-
What is the International Organisation for Standardization (ISO);
-
What
'International Standardization' Means;
-
The Hallmarks of the ISO Brand;
-
ISO and World Trade;
-
ISO and Developing Countries;
-
How to Recognize an ISO Standard;
-
The Big, Wide World of ISO Standards;
-
What Makes ISO 9000 and ISO 14000 So Special;
-
What Makes Conformity Assessment So Important;
-
The ISO9000 Family;
-
ISO 1400: An Introduction;
Part 6: Planning, Benchmarking, Assurance and Perspectives: Towards Quality
Improvement
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Planning, Establishing and Monitoring Quality Systems;
-
The Perceptual Value of Quality Assurance
-
Establishing Quality Assurance from Quality Objectives;
-
Quality Benchmarking;
-
Guidelines for Achieving Quality:
-
Philip B. Crosby,
-
W. Edwards Deming,
-
Joseph M. Juran,
-
Shigeo
Shingo,
-
Armand V. Eeigenbaum.
-
Quality and Internal and External Environmental Analysis;
-
Quality and Strategic Operational Review;
-
Incremental Quality Improvement;
-
Identifying Areas for Quality Improvement;
-
Communication for Quality Improvement;
-
Research and Development for Quality Improvement.
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