QUALITY MANAGEMENT

Managing For Excellence In Quality & Productivity Company-Wide Quality Management (CWQM) is a management approach that originated in the 1950's and has steadily become more popular since the early 1980's. CWQM is a management philosophy that seeks to integrate all organisational functions (marketing, finance, design, engineering, production, customer service, etc.) to focus on meeting customer needs and organisational objectives. CWQM is a comprehensive and integrated way of managing any organisation in order to: Meet the implied and stated needs of the customer consistently Achieve continuous improvement in every aspect of the organisation’s activities. Implementing CWQM has proven to bring profound benefits to an organisation – human resources, assets and wealth, environment and its future survival. The above results and effects are made possible through improvement in quality, productivity, reduction in the cost of operations, improvement in the ability to analyse and solve problems, improved effectiveness and efficiency and better utilisation of resources in the organisation. Hence, studying, understanding, and implementing CWQM is an absolute necessity if an organisation wishes to remain competitive and relevant, especially in today’s global competition for customers, market and global economy. CWQM views an organisation as a collection of processes. It maintains that organisations must strive to continuously improve these processes by incorporating the knowledge and experiences of its workers. The simple objective of CWQM is "Do the right things, right the first time, every time". CWQM is infinitely variable and adaptable. Although originally applied to manufacturing operations, and for a number of years only used in that area, CWQM is now becoming recognised as a generic management tool, just as applicable in service and public sector organisations.

Objectives Upon completion of this programme, you will be able to: · Improve your awareness, understanding and appreciation of CWQM and its accompanying benefits. · Use the knowledge and techniques learned in the programme to apply within your circle of influence before expanding it to the rest of the organisation when CWQM (hopefully) is implemented organisation-wide. Participate and contribute in improvement efforts in your organisation by diagnosing, analysing and applying remedies to selected issues or problems. Who Should Attend Senior Executives Quality Managers Chief Executive Officers General Managers TQM Steering Committee Members Any member of the organisation whose work affects quality and performance of human and organisation

Learning Outcome At the end of this programme, you will have gained the following knowledge and learning to apply CWQM as the foundation for the following activities: Commitment by senior management and all employees Meeting customer requirements Reducing development cycle times Just In Time/Demand Flow Manufacturing Improvement teams Reducing product and service costs Systems to facilitate improvement Line Management ownership Employee involvement and empowerment Recognition and celebration Challenging quantified goals and benchmarking Focus on processes / improvement plans Specific incorporation in strategic planning

Programme Outline Day 1 · Part I: Total Quality Management: An Introduction What is quality?; Why is quality important?; The evolution of quality management; Prevention vs detection; The key elements of TQM; What are the benefits of TQM · Part II: The Role of Management in Total Quality Management Why senior executives should get involved in TQM?; What senior executives need to do about TQM; The role of middle managers; The role of first line management · Part III: Quality Costing Definition and categorisation; Collection; Type of costs; Reporting; Uses Day 2 · Part IV: The Perceived Wisdom on TQM Crosby; Deming; Feigenbaum; Juran; Imai; Ishikawa; Shingo; Taguchi; Japanese style TQC · Part V: The Introduction of TQM The need for change; Approaches to TQM; The introduction of TQM at Service Company; The Introduction of TQM at a Malaysian Multinational Company · Part VI: Assessment of Progress Award models; The self assessment process; Case Studies		Day 3 · Part VII: Quality Management Systems What is quality assurance?; What is a quality system?; The development of quality system standards; The ISO9000 series of standards and overview; Implemetation guidelines for ISO9000 series of standards; Quality system assessment and registration; Benefits and limitations of the ISO9000 series of standards · Part VIII: Quality Management Tools and Techniques Benchmarking; Checklists; Departmental purpose analysis; Flow charts; Mistake proofing; Quality function deployment; Seven quality control tools; Seven management or planning tools; Statistical process control · Part IX: Teams and Teamwork The role of teams in improvement activities; Types of teams; Differences between teams; Commonalities between teams; Team competition; Guidelines for developing effective teams · Part X: Training for Quality Types of training; Case Studies · Part XI: Process Management Process management; Methodology; Process ownership; Strategic process thinking · Part XII: Total Quality Management The present; The future Training Facilitator Zainol Abdul Rani, MMIM, MIM-CPT, MIM-CPFM BSc. (Mech. Engineering), Oklahoma State University, USA, MBA (TQM), Newport University, USA, DBA (candidate) UUM City Campus Associate Consultant (MIM), MIM-CPFM Programme Director
Administrative Details Fees: MIM Member: RM1,500 Non-Member: RM1,800 Duration: 3 days Time: 9:00 a.m. – 5:30 p.m. Venue: MIM Management House Kuala Lumpur Dates: · 18-20 May 2009 · 3-5 August 2009	PSMB Scheme: SBL SMIDEC SME Skills Upgrading Programme: 80% training grant (for eligible SMEs) (Early bird and group discounts are not applicable for those who apply for programmes under this training grant.) CPD Hours: · 24 Recommended follow-on programmes: · 7 New Management And Planning Tools (7MP)