KNA CERTIFICATION COMPANY LIMITED

"Quality Innovation"

Total quality management-TQM

WHAT IS TQM?

  • Total quality management (TQM) is demonstrated as a quality-oriented management system based on the participation of every member in order to bring about long-term success through satisfying customer requirement and benefits of all members and society.
  • TQM has become one of the most influential method in over 30 years which was applied to various forms of businesses.

Objective of TQM is to enhance quality of products and to satisfy customers at best. The distinguished feature of TQM is that it provides a comprehensive system for management and improves all aspect related to quality and mobilizes participation of departments and individuals.

TQM comprehensive quality management system training program is designed specifically to fit the needs of the business. The content of the training program is based on the jobs and accompanied by the on-site deployment guidance with appropriate tools, based on experience of experts in consulting, training and application of TQM in different units.

Agenda

Content

Duration

 Phần I: Introduction of TQM

Day I: Morning

 What is quality? The importance of quality

8:30 – 11:30 am

Who should join: Leaders/Steering board, Head/Deputy of departments, Officers of Quality Department, anyone concerns

 History of quality development

 Concept and types of quality in organization/ business

The principle of comprehensive quality

 Conventional model and TQM

What level of TQM is the company at?

 The quality ancestors and their quality philosophy

Comparison between TQM and other systems

 Objectives of TQM

TQM model adoption

Organizational structure implementing TQM in the company

 Regular module of TQM

Part II: Leadership in TQM

Day I: Afternoon

 What is management?

1:30 – 4:30 pm

Who should join: Senior and middle level leaders/ managers

 

 Role of leader and quality leader

 Set up Vision – Mission – Value (VMV)

 Leader with policy implementation

 Policy implementation matrix and policy practice

 Introduction of Balance Score Card and KPI in business

Day 2:

Morning – Afternoon

8:30 am – 4:30 pm

Who should join: Senior and middle level leaders/ managers

 Policy formulation and implementation strategy

Authorization

 Monthly PDCA implementation

Evaluation of policy implementation results and KPIs

Part III: Design organization  based on TQM opinion

 Ngày 3: Buổi sáng

 Organizational structure by function

8:30 am- 12pm

Who should join: Leaders/Steering board, Head/Deputy of departments, Officers of Quality Department, officers, operators

Adjustment of organizational structure by TQM

Cultural change in TQM organization and culture

 Continuous improvement

Team work and group classification in TQM

Board of Directors

Problem Solving Team (single function, cross function)

Natural working group

Self-management group

Virtual group

 Effective method of teamwork

 Part IV: Daily management

Day 3: Afternoon

 The daily work of management at all levels

1:30- 4:30 pm

Who should join: Senior and middle level leaders/ managers

Importance and management skills of intermediary management

Relationship between policy management and daily management

 Part V: Key Methods and Tools for TQM Implementation

  1. Standardization

Establishment of internal standards (facilities)

Standardized communication

Standardized daily work

Work Instruction

  1. 1. Statistics and 7 statistical tools

Day 4:

Morning – Afternoon

8:30 am – 4:30 pm

Who should join:

Officers of Quality Department, officers, anyone concerns

What causes errors and defects

1. Check cards

2. PARETO chart

3. CAUSE AND CONSEQUENT chart

4. DISPERSION chart

5. DISTRIBUTION chart

6. CONTROL chart

7. Flow of cost

  1. The system recommends innovative ideas

Day 5: Morning

Construction steps

8:30 – 11:30 am

Who should join: Everyone

Implementation instruction

Establishment of incentive and reward mechanisms

Maintain and report on proposed activities

  1. Activities of quality group

Ngày 5: Buổi chiều

What is quality group

1:30 – 4:30 pm

Who should join:

Officers of Quality Department, officers, anyone concerns

Quality group philosophy

The main factor to succeed

Structure of quality group

Steering board of quality group

Instruction guide

Implementation guide

Establishment of incentive and reward mechanisms

Maintain and report on proposed activities

Organize the quality festival at the company

  1. 5S practice and intuitive management

Day 6: Morning

Steps to build 5S and visual management

8:30 – 11:30 am

Who should join:

Everyone

Implementation guide

Establishment of incentive and reward mechanisms

Maintain and report on proposed activities

Continuous improvement of 5S

  1. Kaizen – Small and medium continuous improvement

Day 6: Afternoon

10 principles of Kaizen

1:30 – 4:30 pm

Who should join:

Officers of Quality Department, officers, anyone concerns

Kaizen route

Steps to implement Kaizen

Categorize issue requiring Kaizen

Kaizen and project management

Organizational structure of Kaizen group

Organize Kaizen event

Establishment of incentive and reward mechanisms

Maintain and report on Kaizen activities

Continuous improvement of Kaizen

Objectives of the course

After the training course, participants can:

  • Know the position of TQM in the development of quality improvement methods
  • Understand the basic principles of TQM and its impact on the efficiency of production / business
  • Know how to plan to achieve a management commitment to improve quality
  • Describe how to empower employees to adopt the best quality approach in practice
  • Know how to use statistics and real-world data to determine the process of solving problems that are of a quality and sustainability, preventing the repetition of everyday problems.
  • Know how to use advanced continuous improvement tools and techniques.
  • Identify the changes needed in your organization to achieve improvement
  • Know how to build teamwork and group improvement activities
  • Know how to maintain TQM refinement and incentive schemes.
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