Total Quality Management-TQM

-Total Quality Management, Nitish Kulshrestha , Enkay Publishing House (January 1, 2012)
-Total Quality Management, Dale H. Bester field and others, Prentice Hall; 3 edition (October 28, 2002
– Quality Management for Organizational Excellence: Introduction to Total Quality ,David L . Goetsch , Prentice Hall; 7 edition (January 13, 2012)
-Total Quality: Management, Organization and Strategy
James R. Evans , South-Western College Pub; 4 edition (November 1, 2004)
-The Essential Deming: Leadership Principles from the Father of Quality , W. Edwards Deming (Author) & 2 more
-Quality Management for Organizational Excellence: Introduction to Total Quality , David L. Goetsch , Stanley Davis , Prentice Hall; 6 edition (January 9, 2009)
-Total Quality Management, H. A. Niyogi , Shree Publishers & Distributors (January 1, 2010)
Knowledge Management
-Knowledge Management in Theory and Practice, Kimiz Dalkir, The MIT Press; second edition (March 4, 2011)
-The Complete Guide to Knowledge Management: A Strategic Plan to Leverage Your Company’s Intellectual Capital , Edna Pasher, Wiley; 1 edition (February 8, 2011)
– Knowledge Management Basics (ASTD Training Basics Series) Christee Gabour Atwood , ASTD Press (September 25, 2009)
– Knowledge Management Tools and Techniques , Madanmohan Rao , Routledge; 1 edition (April 19, 2012)
– Knowledge Management in Organizations: A Critical Introduction,
Donald Hislop , Oxford University Press, USA; 3 edition (August 3, 2009)
– Knowledge Management Operations, Department of the Army ,Create Space Independent Publishing Platform (October 16, 2012)
RADAR Based Approaches
– Practical Excellence: A Hands-on Good Practice Guide to Obtaining Sustainable Excellence Through Using the EFQM Excellence Model and Participation in Related Global Business Awards, Chris Hakes, Leadership Agenda Limited (August 18, 2011)
– The EFQM Excellence Model to Assess Organizational Performance – A Management Guide , Chris Hakes, Van Haren Publishing; 1st edition (April 15, 2007)
– The Enabler Criterion “Leadership” of the EFQM Model: Six Companies of the Financial Services Sector in Comparison, Alexander Stimpfle , GRIN Verlag (August 12, 2011)

Media Plans
– Media Planning & Buying in the 21st Century: Second Edition , Ronald D. Geskey Sr. , Create Space Independent Publishing Platform; 2nd edition (January 20, 2013)
– 500 Social Media Marketing Tips: Essential Advice, Hints and Strategy for Business: Face book, Twitter, Pinterest, Google+, YouTube, Instagram, LinkedIn, and More!, Andrew Macarthy , Create Space Independent Publishing Platform (February 7, 2013)
– Advertising Media Planning, Seventh Edition ,Roger Baron, Jack Sissors , McGraw-Hill; 7 edition (July 16, 2010)
– The Media Handbook: A Complete Guide to Advertising Media Selection, Planning, Research, and Buying Series) ,Helen Katz, Routledge; 4 edition (June 11, 2010)

Decision Making & Statistics
– Business Statistics: For Contemporary Decision Making, Ken Black , Wiley; 7 edition (October 25, 2011)
– Business Statistics: A Decision Making Approach ,David F. Groebner, Patrick W. Shannon, Prentice Hall; 7 edition (September 6, 2007)
– Statistics: Informed Decisions Using Data, Michael Sullivan III ,, Pearson; 3 edition (January 27, 2013)
– Business Statistics: A Decision-making Approach Nova Southeastern, David F. Groebner , Pearson Custom Publishing; Taken from: Business Statistics: A Decision-Making Approach, 7th Edition (January 1, 2008)

 

A Competency Based Training Proposal

EFQM Excellence Model & RADAR Logic

Prepared for TRA

Management Integrated Solutions is pleased to present this proposal to TRA .We understand that the training program TRA require and recognize the unique opportunity to fulfill these requirements.
Having closely examined your training and development requirements, we are confident that our proposed training program will effectively address your needs and leverage your people competencies for achieving the assigned organizational and individual objectives.
Our unique ability to translate customer needs into actions and our successful records of our training consultants in designing and delivering full customized programs makes us enviable partner in your training and development projects. In addition, it will be our pleasure to contribute to any futuristic training and consultancy projects related to organizational and human capital development.

We look forward to forming a mutually rewarding relationship with TRA.

 

Quality Improvement Process

Program Objectives:
Provide participants with latest knowledge, techniques and attitudes that enable them to implement the most known processes of quality improvements.
By the end of the program, participants will be able to:
• Appreciate the need for quality improvement processes
• Understand the FADE process and when can be implemented.
• Compare between PDSA and PDCA and how can be implemented.
• Six Sigma continuous improvement processes and when can be implemented.

Program Outcomes:
• Charts of 4 quality improvement processes.
• Evaluation of quality improvement processes and their suitability to be implemented in health care.

Program Contents:
• The four models of Quality continuous improvement.
• How to identify the need for quality improvement?
• How to plan for quality improvement?
• How to choose the suitable model for improvement?
• Quality improvement evaluation.
• Planning for new improvements.
• Documentation of Quality improvement process and outcomes.

Program Design and Target Participants:
This program is designed for Health care supervisors, health care management, health care quality officers, nursing staffs, all medical staffs, School health, child health, health educators. Also all health workers in radiology, laboratory, ambulance, nutrition, sterilization and admission office.

Program Delivery Methods:
The program will be conducted as a workshop that will include the followings:
• Self-assessment (Pre and Post- Program Assessment).
• Group discussion
• Exercises.
• Action plans.
Duration of the program:

1 day.

 

Quality Circle and Problem Solving Techniques

Program Duration: 4 days

Program Objectives:
By the end of this program ,participants will be able to:
• Understand quickly circles concept and importance.
• Utilize quality circles approach and techniques in problem solving processes.
• Apply problem solving tools in dealing with work related problems.
• Identify and prioritize work problem.
• Develop creative solutions and follow up action plans.

Program Outcomes:
• Apply QC system and procedures.
• Practice the assigned role.
• Utilize quality circle tools and techniques for identifying work problems and their causes.
• Deploy quality circles projects for continuous improvement.

Program Contents:
Quality Circles Foundation

• Concept of QC.
• The dynamic role of QC in promoting quality.
• Goals of QC activities.
• QC structure.
Quality Circles Mechanisms
• QC approach and processes.
• Critical success factors of QC.
• QC and PDCA approach.

Identification of Work Problems
• Types of work problems and their symptoms.
• Effective utilization of brain storming in QC sessions.
• Nominal group technique and prioritization matrix.

Causes of Problems
• Developing action plan.
• Cause and effect diagram.
• Repetitive analysis.

Collecting and Analyzing Data
• Types of data.
• Data collection processes and techniques
i. Questionnaires.
ii. Interviews.
iii. Focus groups.
iv. Time and motion study.
v. Observation.
vi. Check sheets.
vii. Run charts.
viii. Pareto charts.
ix. Process flow charts.

Developing Optimal Solutions
• Suggestions and optimal solutions.
• Evaluation against the assigned criteria and goals.
• Cost /benefit analysis.
Decision Making and Approval
• Decision making matrix.
• Action plan and approval of QC steering committee.
• Implantation and follow- up.

Program Design and Target Participants:
-This program is designed for those who are interested in solving problems through quality circles system.
Program Delivery Methods:
• Workshop.
• Case studies.
• Projects.
• Presentations.

 

Quality Assurance

Program Duration:
2 days

Program Contents:
• Overview: The historical development of the quality system.
• Examples of the global gurus of quality and their critical roles.
• Definition of the total quality of an integrated system for measuring organizations performance.
• The principles of total quality management.
• Implementation of the objectives of the total quality within the organizations.
• International Quality standards of ISO9000.
• Requirements for successful implementation of the Quality Programme.
• The application of quality:
The advantages
Plan
Evaluation
Problems
§ Practical case of the quality system in a governmental sector.

Program Delivery Methods:
• Workshops.
• Case Studies
• Individual and Group.
• Exercises.
• Scenarios.

 

ISO 9001:2015 Internal Quality Systems Auditor

Objective:
The aim of this course is to bring the participants to the Internal Auditor Level. The course provides skills, knowledge and under¬standing of principles and practices of internal auditing of Quality Management Systems (QMS). The Internal Auditing is the fundamental element and a mandatory requirement of any formal Quality Management System meeting the requirements of ISO 9001. On successful completion of the course, the participants should be capable of conducting successful audits of their own QMS in order to identify deficiencies and appraise the effectiveness of the system

Contents:
• Concepts of quality and historic evolution.
• Philosophy and fundamental principles of ISO 9000 series of standards.
• Brief review of the requirements of ISO 9001 QMS standard.
• Definitions, purpose, objectives and benefits of ISO 9001 QMS internal auditing.
• Planning / preparation of ISO 9001 QMS internal auditing.
• Execution of ISO 9001 QMS internal auditing.
• Successful tools and techniques for ISO 9001 QMS internal auditing.
• Effective reporting & follow-up of ISO 9001 QMS internal auditing.

Who Should Attend:
• All levels of management who are involved in ISO 9001 QMS internal auditing.
• All levels of management who plan, execute and follow-up ISO 9001 QMS internal auditing.

Structure:
Tutorials, Discussions, Workshops and Quiz.

 

International Standards of Operational Excellence

Program Duration: 2 Days

Program Objectives:
By the end of the program, participants will be able to:
• Be aware of the main drivers in delivering operational excellence
• Deliver value added service o customers based on the customer service mindset
• Align tangible and intangible resources with the business strategy
• Capitalize on people strengths and motivate them for un extraordinary results
• Improve main and supportive processes for meeting stakeholders expectations
• Enhance monitoring and measuring tools of operational excellence

Program Outcomes:

• Apply best practices for running QMA operations smoothly and effectively

Program Contents:
Alignment of the Operations to the Corporate Strategy
• Corporate strategic drivers :Vision , mission , values and objectives
• Strategy road map
• Cascading and communicating work objectives

Managing Key Operational Capabilities
• Critical success factors of operational excellence
• Customer centric processes

Operational Excellence and Kaizen
• Total Preventive Management-TPM and Kaizen
• Total Flow Management – TFM and Kaizen
Operational Measurement
• Effective utilization of KPIs
• Deployment of SLA
• Internal audit and compliance

TQM and Contiguous Improvement
• Concept and importance of TQM
• PDCA Cycle
• 7 conventional QC tools

Leading and Developing People
• Learning and operational excellence
• IDP and coaching
• Role of leadership in developing emotionally intelligent teams
Program Design and Target Participants:
This program is designed for divisional heads, operation directors, managers, team leaders, supervisors and those who are eager to develop their operational competencies.

Program Delivery Methods:
• Assessment.
• Workshops.
• Role plays.
• Video case studies.
• Individual and group exercises

 

Excellence Journey and RADAR Approach

Program Duration: 4 days.

Program Objectives:
By the end of the program, participants will be able to:
• Understand and delve into the components and structure of EFQM Model.
• Learn how to deploy EFQM Model for improving the organizational performance and get the target results.
• Understand excellence criteria and link between them.
• Gain the techniques related to the implantation of RADAR approach.

Program Outcomes:
• Set action plans for meeting the requirements of the excellence criteria.
• Deploy RADAR for assessing the organizational performance.

Program contents:
Essentials of Excellence
• Concept and Evolution of quality.
• Excellence Concept.
• Benefits of excellence.
• EFQM Model.

EFQM Framework and Criteria
• Enablers
i. Leadership
ii. Strategy & policy
iii. Human Resources
iv. Partnership and resources
v. Operations / procedures
• Results
i. Customers
ii. Human Resources
iii. Society
iv. Performance

RADAR Logic
• Identification of results
• Development of approaches
• Deployment of approaches
• Review and assessment of approaches

Assessment
• Assessment of the Enablers dimensions.
• Assessment of the Results dimensions.

Program Design and Target Participants:
This program is designed for those who are interested in enhancing their competencies of excellence.
Program Delivery Methods:
• Assessments
• Workshops
• Individual and group exercises
• projects

 

EFQM Excellence Model

Program Duration: 3 days.

Program Objectives:
By the end of the program, participants will be able to:
• Understand and delve into the components and structure of EFQM Model.
• Learn how to deploy EFQM Model for improving the organizational performance and get the target results.
• Understand excellence criteria and link between them.
• Gain the techniques related to the implantation of RADAR approach.

Program Outcomes:
• Set action plans for meeting the requirements of the excellence criteria.
• Deploy RADAR for assessing the organizational performance.

Program contents:
Essentials of Excellence
• Concept and Evolution of quality.
• Excellence Concept.
• Benefits of excellence.
• EFQM Model.

EFQM Framework and Criteria
• Enablers
i. Leadership
ii. Strategy
iii. People
iv. Partnerships and Resources
v. Processes, Products and Services
• Results
i. Customer Results
ii. People Results
iii. Society Results
iv. Key Results

RADAR Logic
• Identification of results
• Development of approaches
• Deployment of approaches
• Review and assessment of approaches

Assessment
• Assessment of the Enablers dimensions.
• Assessment of the Results dimensions.
Program Design and Target Participants:
This program is designed for those who are interested in enhancing their competencies of excellence.

Program Delivery Methods:
• Assessments
• Workshops
• Individual and group exercises
• projects

 

Benchmarking

Program Duration:
3 days
Program Objectives:
By the end of this program, participants will be able to:
• Understand the concept and importance of the benchmarking.
• Learn benchmark processes and techniques.
• Prepare and implement benchmark plan.
• Deploy strategies and policies effectively.
• Ensure the effective utilization of the best practices

Program Outcomes:
• Develop and apply benchmarking method and plan.
• Design and deploy data collection tools.
• Conduct competitor analysis.
• Run internal cultural surveys.
• Develop and set world class / best standards.
• Measure benchmarking processes outcomes and link them to the organizational performance excellence.

Program Contents:
Intellectual Dimensions of Benchmarking
• Concept of benchmarking.
• Best practices and competitive advantage.
• Importance of benchmarking.
• Benchmarking and performance measures.
• Benchmarking approach.

Benchmarking Planning
• Assessment of the organization readiness.
• Formation of the benchmarking team.
• Selection of the benchmarking methods.
• Traditional and solution-driven benchmarking methods.
• Identification of target organizations.
• Data collection methods analysis.
• Identification of the competitiveness gap.
• Projection of the futuristic performance standards.

Integration
• Benchmarking findings.
• Communication of results.
• Development of functional goals.

Operating Plan
• Putting strategies into operating and action plan.
• Integrating and linking strategies, goals, action plans, budgets and measures.
• Implementing best practices.
Performance Measurement
• Assessment of benchmarking effectiveness
• Monitoring and measuring new performance standards and best practices outcomes.
• Reporting work progress to stakeholders.

Program Design and Target Participants:
This program is designed for directors, managers, section heads, specialists and those
Who are looking for developing themselves and their organizations performance.

Program Delivery Methods:
• Self – Assessments.
• Workshops.
• Exercises.
• Case studies.
• Individual and team presentation.
• Action plans.