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Total Quality Management (TQM) Course

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Price: 80,000
2 Months
0 Lessons

TQM Course

Total Quality Management (TQM) Course

Total Quality Management (TQM) course: Like ISO 9000 refers to management methods used to enhance quality & productivity in a business public sector or private sector organizations. TQM is a comprehensive management approach that works horizontally across an organization, involving all departments and employees and extending backward and forward to include both suppliers and clients/customers. A best TQM course to implement quality all-across any business organizations. (online classes available)

Course Objectives:

Module1 (Certified in Total Quality Management (TQM) )Why Focus on Quality?

  • Total Quality Management, Total Organization Excellence and Systems Thinking
  • Integrating People and Processes for Performance
  • RATER for Products, Services, and Artifacts, Fundamentals of Total Quality
  • Globally Accepted Principles of Total Quality and Need of New Strategy for Global Competition
  • Bringing Quality through Discussions and Meetings about Planning for Quality
  • Leaders in Quality Revolution and Defining Quality
  • Taguchi Loss Function and Quality
  • WTO, Shifting Focus of Corporate Culture and Organizational Models
  • Historical View and Paradigms of Quality. Philosophies of Crosby, Juran, Ishikawa & Taguchi
  • Deming Chain Reaction, Quality and Productivity and SIPOC Model of Quality
  • Evolution of Quality Management and Hierarchy of Q
  • Deming’s System of Profound Knowledge
  • 14 Points of Deming Philosophy
  • Deming Cycle and the Juran Quality Trilogy
  • Juran and Crosby on Quality. Quality is Free
  • Crosby Costs of Quality
  • Costs of Quality and Return on Quality
  • Overview of Total Quality Approaches
  • Business Excellence Models. BQA, EFQM (EQA) and International ISO-9000 QMS
  • Designing Organizations for Quality. ISO 9001(2000) and ISO 9004(2000), a Consistent Pair

Module2 (Certified in Total Quality Management (TQM) )

  • Developing ISO 9001(2000) QMS for Q Certification:ISO-9001 QMS Documentation @ Clause No.4
  • ISO-9001(2000) QMS: Clause #5 Management Responsibility
  • ISO-9001(2000) QMS: Clause #6 Resources Management
  • ISO-9001(2000) QMS: Clause #7 Product Realization and Customer Related Processes
  • ISO-9001(2000) QMS: Clause #7 Control of Production and Services
  • ISO-9001(2000) QMS: Clause # 8 Measurement, Analysis and Improvement
  • Preventive and Corrective Actions. Quality in IT Softwares and CMMI Levels of Maturity
  • Benefits and Barriers to Installing ISO-9001 QMS
  • Creating Business Excellence in Pakistani Organizations
  • Control Mechanisms for Creating Quality at Strategic, Tactical and Operational Levels
  • Big Q and Small q Leadership for Quality
  • Strategic Planning for Quality and New Management Advanced Quality Planning Tools
  • Hoshin Kanri and Policy Deployment, Balance Scorecards
  • Quality Function Deployment (QFD) and other Tools for Implementation
  • Basic SQC Improvement Tools
  • How is TQ being Implemented? A Dialogue with a Multinational Manufacturing Company Quality
  • Cause and Effect Model and Run Charts for Quality Improvement
  • Understanding SPC for Continual Quality Improvement
  • Statistical Thinking for Process Improvement to bring Quality in Products and Services
  • An Interview with the CEO, Head IT, HR, and Quality Engineering of a CMMI Level 5 Pakistan
  • Importance of Teamwork Culture for TQM
  • Understanding Empowerment for TQM. Focusing on Customer Suppliers Relationships
  • Innovation, Knowledge Management, and Learning Organization

Who Should Attend?

  • Newly appointed Quality Technicians, Quality Engineers, Quality Managers, Project Quality Managers and others in the field of Quality Management.

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Flexible Class Options

  • Week End Classes For Professionals  SAT | SUN
  • Corporate Group Trainings Available
  • Online Classes – Live Virtual Class (L.V.C), Online Training


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TQM is a comprehensive management approach that works horizontally across an organization, involving all departments and employees and extending backward and forward to include both suppliers and clients/customers.

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