Video-Enhanced On-Line Modern Quality System and Performance Management
Post Graduate Diploma
In Bangkok (Thailand), Durban (South Africa), Dubai (United Arab Emirates) and 7 other venues
*Indicative price
Original amount in GBP:
£ 13,400
Description
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Type
Post Graduate Diploma
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Location
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Duration
40 Days
This course is designed for:Quality Managers, Project Managers, Production Managers, Production Supervisors, Product Engineers, Inspectors, Line Leaders, Production Operators
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About this course
Degree or Relevant Work Experience
Reviews
Subjects
- Quality Management
- ISO 9000
- Performance Management
- Just in Time
- Material Requirement Planning
- Total Quality Management
- Reward Systems
- Strategic Process
- Strategic Planning
- System Implementation
- Employee Development
Course programme
Course Contents:
Modern Quality Systems
- Quality: A Definition
- Clients' Quality Consciousness
- The Law and Development of Quality Assurance
- 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
- The Import- Conversion -Export Process
- The Import Process
- The Conversion Process
- The Export Process
- Operational Control System
- Service Operation
- Process Scheduling
- Loading
- Sequencing
- Detailed Scheduling
- 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
- Communication Dissemination
- Decision Making Involvement
- The 'IN' Inventory
- The 'OUT' Inventory
- The 'JIT' Inventory System
- The KANBAN System
- Establishing Quality Objectives
- Stating Precise Objective
- Setting Quality Objectives In Relation To Other Organisational Objectives
- Relating Objectives to Specific Actions
- 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
- Just-In-Time (JIT) Compared With Material Requirements Planning (MRP)
- JIT Vs MRP: Component & Material Sourcing Strategy
- The Quality Benefits of JIT vs. MRP
- The Quality Issues Involved In JIT and MRP
- 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
- How ISO Standards Benefit Society
- 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
- ISO 9000 as a Quality Framework
- The ISO 9000 Family
- ISO 1400: An Introduction
- Planning, Establishing & 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
- Researches and Development for Quality Improvement
Performance Management
The Background for Performance Management
- The Foundations of Performance Management
- Performance Management Defined
- A Short History of Performance Management
- Merit Rating
- Management by Objectives
- Developments in Assessment Techniques
- Performance Appraisal
- Enter Performance Management
- Why Performance Management?
- Comparison of Different Approaches
- The Conceptual Framework of Performance Management
- Underpinning Theories
- Performance Management Values
- The Meaning of Performance
- Contextual Factors
- Performance Management and Motivation
- Performance Management and Psychological Contract
- Critiques of Performance Management
- The Critical Arena
- Views of Commentators
- Implications
The Practice of Performance Management
- Performance Management Systems
- Performance Management Defined
- Performance Management As a System
- Objectives of Performance Management
- Principles of Performance Management
- Characteristics of Performance Management
- The Performance Management Cycle
- Performance and Development Planning
- Performance Measures
- The Performance and Development Agreement
- Managing Performance throughout the Year
- Formal Performance Reviews
- Analysing and Assessing Performance
- The Ethical Dimension
- Issues in Performance Management
- Effective Performance Management
- Managing Performance Management
- How Should Performance Management Be Managed
- What Needs To Be Managed?
- The Approach to Managing Performance Management
- Performance Management Documentation
- Web-Enabled Performance Management
- The Role of HR
- Managing Under-Performance
- The Problem of Under-Performance
- Dealing with Under-Performance
Performance Management Process
- Goal Setting
- Principles of Goal Setting
- Goals and Feedback
- Types of Goals
- Smart Objectives
- Good Objectives
- Integrating Goals
- How to Set Goals
- Feedback
- Feedback Defined
- The Nature of Feedback
- Use of Feedback
- How Effective is Feedback
- Feedback Expert Systems
- 360-Degree Feedback
- 360-Degree Feedback Defined
- The Rationale for 360-Degree Feedback
- Use of 360-Degree Feedback
- 360-Degree Feedback Methodology
- 360-Degree Feedback and Appraisal
- Effectiveness of 360-Degree Feedback
- 360-Degree Feedback: Advantages and Disadvantages
- Introducing 360-Degree Feedback
- Performance Reviews
- The Process of Reviewing Performance
- The Formal Performance Review Meeting
- Problems with Formal Performance Reviews
- Preparing For Formal Review Meetings
- Self-Assessment
- Conducting a Formal Performance Review Meeting
- Analysing and Assessing Performance
- Evidence-Based Performance Management
- Analysing Performance
- The Process of Rating
- Rating Scales
- Forced Distribution
- Behaviourally Anchored Rating Scales
- Behavioural Observation Scales
- Arguments For and Against Rating
- Alternatives to Rating
- Coaching
- Coaching Defined
- The Process of Coaching
- Approach to Coaching
- Techniques of Coaching
- Coaching Skills
- Developing a Coaching Culture
Performance Management in Action
- Performance Management Surveys
- CIPD
- E-Reward
- Household and Jirasinghe
- Lawler and McDermott
- The Institute Of Employment Studies
- The Work Foundation
- Performance Management Models
- Astra-Zeneca Company
- CEMEX
- Centrica
- DHL
- Halifaxbos
- Pfizer Inc.
- Raytheon
- Royal College Of Nursing
- Standard Chartered Bank
- Victoria and Albert Museum
- Yorkshire Water
- Reactions to Performance Management
- The Focus Groups
- Focus Groups: Organization A (Financial Services Company)
- Focus Groups: Organization B (A Manufacturing Company)
- Focus Group: Organization C (A Call Centre)
- Focus Groups: Organization D Oil Exploration Company)
- Focus Groups: Organization E (A Local Authority)
- Focus Groups: Organization F: (A Charity)
- Overall Comments On the Focus Groups Findings
- The Impact of Performance Management
- How Performance Management is Expected To Improve Performance
- Establishing the Impact
- Evidence from Research
Additional information
Video-Enhanced On-Line Modern Quality System and Performance Management
*Indicative price
Original amount in GBP:
£ 13,400