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Select a course EM1 Environmental Management (A) - Entire Course Series ---------------------------------------------------------------------------------------------- EM1A Development of Environmental Concerns EM1B Understanding Ecological Concepts and Principles EM1C Major Environmental Problems EM1D Pollution EM1E Hazards, Fate and Effects of Pollutants EM1F Environmental Processes EM2 Environmental Management (B) - Entire Course Series ---------------------------------------------------------------------------------------------- EM2A Hazardous Chemical Management EM2B Storage Tank Systems EM2C Hazardous Material Emergency Management and Contingency Planning EM2D Environmental Management Tools EM2E Environmental Monitoring EM2F Environmental Performance Measures and Environmental Reporting E15 Emergency Planning - Entire Course Series ---------------------------------------------------------------------------------------------- E15A Introduction to Emergency Planning E15B Preliminaries to the Planning Process E15C Developing and Implementing the Plan E15D Exercising, Evaluating and Maintaining the Plan E15E Core Elements of Emergency Management E15F Community Outreach and Public Relations E15G Hazard-specific Information and Planning Considerations R03 Risk Assessment - Entire Course Series ---------------------------------------------------------------------------------------------- R03A Introduction to Modern Safety Systems R03B Introduction to Risk Assessment Processes R03C Introduction to Inferential Statistics for OSHE R03D Job Hazard Analysis R03E Inspections R03F Gap Analyses and Perception Surveys R03G Fault Tree Analysis C02 Incident Causation & Investigation - Entire Course Series ---------------------------------------------------------------------------------------------- C02A Types of Investigations C02B Incident Causation Models C02C Relationship between Causation Belief and Organizational Culture C02D Incident Investigation I - Stakeholders, Planning, and Preparation C02E Incident Investigation II - Collecting Data, Testimony and Interviewing, and Incident Reconstruction C02F Incident Analysis C02G Developing Recommendations C02H Linking Investigation to Organizational Values CSE Confined Space Entry ---------------------------------------------------------------------------------------------- CSE01 Module 1 - Understanding Confined Spaces and Associated Hazards CSE02 Module 2 - Controls and Considerations MOB Management and Organizational Behaviour ---------------------------------------------------------------------------------------------- MOB01 Introduction to Management and Organizational Behaviour MOB02 Planning: Forecasting the Future MOB03 Organizing: Making the Pieces Fit MOB04 Leading: Motivating Towards Excellence MOB05 Controlling: Minding the P's & Q's MOB06 Healthy Organizational Change MOB07 Doing It Right: Ethics & Social Conscience MOB08 Teamwork: Effective Work Groups MOB09 Communication and Conflict Management BC45 Safety Management in a Bill C45 World ---------------------------------------------------------------------------------------------- MSM Models of Safety Managment ---------------------------------------------------------------------------------------------- MSM01 Introduction to OSHE MSM02 OSHE Program Components MSM03 Hazard Recognition and Assessment MSM04 Hazard Control MSM05 OSHE Policy Development MSM06 Implementing OSHE Programs MSM07 Typical OHSE Prgrams MSM08 Issues in Safety Management DDI Due Diligence ---------------------------------------------------------------------------------------------- DDI01 Due Diligence as Legal Defense DDI02 The Internal Responsibility System DDI03 The Risk Management Process DDI04 Risk Identification, Assessment & Prioritization DDI05 OSH&E Strategic Planning DDI06 OSH&E Organizing & Leading DDI07 OSH&E Controlling WKW Workplace Wellness ---------------------------------------------------------------------------------------------- WKW01 The Whole-being Model of Wellness WKW02 Psycho-social Risks WKW03 Workplace Violence WKW04 Healthy Behaviour Change WKW05 Nutrition and Performance WKW06 Anger Management WKW07 Employee Assistance Programs WKW08 Disability Management EWT Effective Workplace Training ---------------------------------------------------------------------------------------------- EWT01 Training and Organizational Effectiveness EWT02 Adults as Learners EWT03 Training and Learning Styles EWT04 Analyzing Training Needs EWT05 Establishing Learning Outcomes EWT06 Evaluating Learning Achievement EWT07 Delivering Training From a Distance TQM Total Quality Management ---------------------------------------------------------------------------------------------- TQM01 Systems Thinking - A Profound Change TQM02 Performance Measurement TQM03 Employee Focus TQM04 Customer Focus TQM05 Process Management TQM06 Strategic Planning TQM07 Implementation

Course: TQM Total Quality Management

The entire course series includes all courses listed on this page

Pricing
Entire course series: $450.00

Systems Thinking - A Profound Change

Total Quality Management (TQM) is at once a philosophy for managing organizations as well as a set of tools for doing so. In this course, we will explore the historical development of this approach. Contrasting the new management model with traditional management methods. Exploring this radical new perspective of workplaces as systems. Understanding the system and how all of the activities, employees, customers, suppliers along with the machines and hardware form an integrated and interdependent whole. The goal of TQM is to constantly improve this system to create services and products that delight and exceed customer needs. The application of this approach creates whole and healthy organizations; organizations that understand themselves as systems that are a part of and interdependent on the individual systems of customers, suppliers, employees and the community around them. This course is designed to give the learner an appreciation of systems thinking. This could provide new insights in the analysis of your own work setting.

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Performance Measurement

For organizations wishing to undertake Total Quality Management one of the most important tools for organizational success is the measuring of its performance. Measuring requires an intimate knowledge of the workings of the organization. Performance management must be supported by a well-designed information and analysis system. Emphasis is placed on the word information and not data. The transformation of data to information is key to understanding management in a quality environment. These systems are more than hardware and software. It includes the systems for collecting and disseminating information that engages employees, customers, investors and management in the giving and receiving of data about the company's activities and its products and services.

Using measurement information to manage, shifts organizational culture and management style. Reliance on information and facts about a company's performance replaces a reliance on supervising employee activities, the traditional management style in command and control environments.

This course will explore the topic of performance measurement for performance management and TQM using the "W-5" journalistic approach. We will explore:

• why information is collected (you can't manage what you do not know followed by what gets measured, gets done)
• what information gets collected and what is it used for
• when to measure
• where does the information come from
• how information is collected, analyzed and used in managing for quality
• who collects the information and who uses the information

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Employee Focus

Many discussions of quality management divide the activity into hard and soft elements of quality. The hard aspects of quality management are associated with statistical process control, number crunching and the physical aspects of production. The soft side of quality management encompasses the interaction of people. This includes relationships with the customers, suppliers and employees of an organization.

Total Quality Management focuses on all the drivers of organizational success. These drivers are upstream of financial success. Profitability is the outcome. To succeed, management must focus on satisfying customers, employees, investors and partners while continually improving operating performance. The organization must be regarded as an integrated and interdependent system. In so doing, there comes the realization that all of these drivers are linked.
 
This course will explore the principles of quality management related to people and the organization. We will cover practices associated with:

• Employee empowerment and the continuous improvement of work processes
• Working in teams
• The impact of an organization's structure on empowerment and team development
• Training, education and development of employees
• Rewards and recognition
• Performance appraisals

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Customer Focus

In this course we will explore what is meant by customer focus. The ramifications will go far beyond recognizing that the customer is the reason that organizations are in business. Organizations have always had consumers of their products and services without applying customer focused strategies to the management of their business.

Customer focus is one of the most distinguishing characteristics of quality management. Companies, which are customer focused and apply quality management tools to the operation of their organizations, differ greatly from companies, which apply process improvement tools without a customer focus.
The latter will continue to gain productivity improvements and cost reductions. However, these do not necessarily translate into new market share or new innovative products and services based on anticipating and meeting emerging customer needs. These attributes belong to the former companies who are truly customer focused.

 

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Process Management

In this course the learner will explore the concepts of process and process management in quality organizations. There are two parts to this exercise. The first step will be to look at the characteristics and elements that comprise work processes. Processes are the building blocks of organizational activities. They are also the vehicles for delivering products and services to customers. We will explore the body of knowledge associated with defining the elements of a process, describing processes, and improving processes. This part of the course will provide the learner with a basic working knowledge on work processes at the individual entity level.

The second part of the course will explore process management from an organizational perspective. We will describe the management activities that are necessary to achieve the goal of continuous process improvement in a customer focused quality environment. Process management in a quality setting will be contrasted with traditional management in order to distinguish the divergence between the two management strategies and highlight the major features of practicing process management.

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Strategic Planning

This course will deal with the process and the structure of strategic planning. In the context of Total Quality Management, the practice of strategic planning takes on special importance. Strategic planning sits within the architecture of an organization's system as one of the crosscutting processes that serve to integrate, motivate and align the organization. In the course on Systems Thinking, the learner was exposed to a model of an organization that was open-ended, meaning that the organizational boundaries were permeable. This allows for the needs of customers, stakeholders, investors, communities and suppliers to be felt within the organization and in turn, provides the momentum for responsive action by the organization. Strategic planning as an activity within a quality organization gathers its momentum from its experiences of customers and the external world, collecting this knowledge and allowing the organization to learn from where it has been while mapping where it is going in the future.

Strategic Planning as a tool is used by organizations to achieve world class, customer focused performance. Successful strategic planning processes not only support financial goals but also serve to create healthier, more satisfying work environments if the focus is not only on creating a plan but also in maximizing the benefits of the process of planning. In working with clients in organizations and communities, the power of the process is in creating unity of vision and strengthening the core values within groups. The "conversation along the journey" that is generated by the process of strategic planning is as beneficial to the ongoing health and well being of an organization as the creation of the planning report. In times of endless and rapid change this may be the most important part of the strategic planning process. It pushes organizations towards the frontier of becoming learning organizations. It is in this sense that the reflective and analytical aspects involved in strategic planning merge with the creative and innovative aspects of developing strategies to realize an intended future.

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Implementation

This course on the implementation of Total Quality Management in the workplace should be the conclusion of all that has been discussed in the previous courses. It is not. In many ways it is the beginning of the journey and must therefore be understood and thoroughly digested before the first steps of the journey are taken.

Implementing TQM is about taking the first steps on a never-ending journey of organizational improvement. As in all journeys, people have a desired trip destination, a vision of what the future might look like and possibly a plan for making that vision a reality. Before setting out on this journey, the organization needs to undertake a thorough soul searching exercise, the essence of which will be discussed in this course.

 

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