Video Enhanced On-Line Modern Quality System and Performance Management

HRODC Postgraduate Training Institute
Online

£ 13.400 - ($ 51.961.573)
Exento de IVA

Información importante

  • Seminario
  • Online
  • 120 horas de estudio
  • Duración:
    40 Days
  • Cuándo:
    A definir
Descripción

This course is designed for:
Quality Managers, Project Managers, Production Managers, Production Supervisors, Product Engineers, Inspectors, Line Leaders, Production Operators

Información importante

Requisitos: Degree or Relevant Work Experience

Sedes

Dónde se imparte y en qué fechas

Inicio Ubicación
A definir
A definir
A definir
A definir
Online

¿Qué aprendes en este curso?

Management
Performance Management
Quality Improvement
Quality Systems
ISO 9000
Coaching
Quality Assurance
IT
Performance
Quality
ISO
International
Planning
Strategic Planning
systems
Quality management
Quality Training
IT Development
IT Management
Production
Total Quality Management
Just in Time
Material Requirement Planning
Reward Systems
Strategic Process
System Implementation
Employee Development

Programa académico

Course Contents:

Modern Quality Systems

  • Quality: A Definition
  • Clients’ Quality Consciousness
  • The Law and Development of Quality Assurance
  • Using Quality As A Tool To:
  • Create a positive organisational image
  • Lower operational costs
  • Reduce or avert product or service liability litigation
  • Modern Control Systems
  • Management Information System
  • Computerised Information Systems
  • Information Speed
  • Information Retrieval
  • Management Accounting System
  • The Import- Conversion –Export Process
  • The Import Process
  • The Conversion Process
  • The Export Process
  • Operational Control System
  • Service Operation
  • Process Scheduling
  • Loading
  • Sequencing
  • Detailed Scheduling
  • Inventory Control
  • Cost Control
  • Quality Control
  • Controlling Utilisation of Organisational Resources
  • Co-Ordaining As a Control Mechanism
  • Mutual Adjustment
  • Direct Supervision
  • Standardisation of Work Process
  • Standardisation of Input-Skills, Knowledge and Attitudes
  • Standardisation of Output
  • Organisational Structure as a Control Function
  • Communication Dissemination
  • Decision Making Involvement
  • The ‘IN’ Inventory
  • The ‘OUT’ Inventory
  • The ‘JIT’ Inventory System
  • The KANBAN System
  • Establishing Quality Objectives
  • Stating Precise Objective
  • Setting Quality Objectives In Relation To Other Organisational Objectives
  • Relating Objectives to Specific Actions
  • Pinpointing Expected Results
  • Specifying When Goals Are Expected To Be Achieved
  • Distinguishing Between Strategic, Tactical and Operational Quality Objectives
  • Establishing a ‘Quality-Throughput Accounting Balance’
  • Continuous Improvement Programme
  • Just-In-Time (JIT) Compared With Material Requirements Planning (MRP)
  • JIT Vs MRP: Component & Material Sourcing Strategy
  • The Quality Benefits of JIT vs. MRP
  • The Quality Issues Involved In JIT and MRP
  • Kaizen Or Continuous Improvement
  • Modern Quality Systems
  • The British Standard Institution (BSI) as an International Quality Assessment Body
  • The Fundamental Principles of Total Quality Management (TQM)
  • Implementing and Monitoring TQM
  • What is the International Organisation for Standardization (ISO)
  • What 'International Standardization' Means
  • How ISO Standards Benefit Society
  • The Hallmarks of the ISO Brand
  • ISO and World Trade
  • ISO and Developing Countries
  • How to Recognize an ISO Standard
  • The Big, Wide World of ISO Standards
  • What Makes ISO 9000 and ISO 14000 So Special
  • What Makes Conformity Assessment So Important
  • ISO 9000 as a Quality Framework
  • The ISO 9000 Family
  • ISO 1400: An Introduction
  • Planning, Establishing & Monitoring Quality Systems
  • The Perceptual Value of Quality Assurance
  • Establishing Quality Assurance from Quality Objectives
  • Quality Benchmarking
  • Guidelines for Achieving Quality:
  • Philip B. Crosby,
  • W. Edwards Deming,
  • Joseph M. Juran,
  • Shigeo Shingo,
  • Armand V. Eeigenbaum
  • Quality and Internal and External Environmental Analysis
  • Quality and Strategic Operational Review
  • Incremental Quality Improvement
  • Identifying Areas for Quality Improvement
  • Communication for Quality Improvement
  • Researches and Development for Quality Improvement

Performance Management

The Background for Performance Management

  • The Foundations of Performance Management
  • Performance Management Defined
  • A Short History of Performance Management
  • Merit Rating
  • Management by Objectives
  • Developments in Assessment Techniques
  • Performance Appraisal
  • Enter Performance Management
  • Why Performance Management?
  • Comparison of Different Approaches
  • The Conceptual Framework of Performance Management
  • Underpinning Theories
  • Performance Management Values
  • The Meaning of Performance
  • Contextual Factors
  • Performance Management and Motivation
  • Performance Management and Psychological Contract
  • Critiques of Performance Management
  • The Critical Arena
  • Views of Commentators
  • Implications

The Practice of Performance Management

  • Performance Management Systems
  • Performance Management Defined
  • Performance Management As a System
  • Objectives of Performance Management
  • Principles of Performance Management
  • Characteristics of Performance Management
  • The Performance Management Cycle
  • Performance and Development Planning
  • Performance Measures
  • The Performance and Development Agreement
  • Managing Performance throughout the Year
  • Formal Performance Reviews
  • Analysing and Assessing Performance
  • The Ethical Dimension
  • Issues in Performance Management
  • Effective Performance Management
  • Managing Performance Management
  • How Should Performance Management Be Managed
  • What Needs To Be Managed?
  • The Approach to Managing Performance Management
  • Performance Management Documentation
  • Web-Enabled Performance Management
  • The Role of HR
  • Managing Under-Performance
  • The Problem of Under-Performance
  • Dealing with Under-Performance

Performance Management Process

  • Goal Setting
  • Principles of Goal Setting
  • Goals and Feedback
  • Types of Goals
  • Smart Objectives
  • Good Objectives
  • Integrating Goals
  • How to Set Goals
  • Feedback
  • Feedback Defined
  • The Nature of Feedback
  • Use of Feedback
  • How Effective is Feedback
  • Feedback Expert Systems
  • 360-Degree Feedback
  • 360-Degree Feedback Defined
  • The Rationale for 360-Degree Feedback
  • Use of 360-Degree Feedback
  • 360-Degree Feedback Methodology
  • 360-Degree Feedback and Appraisal
  • Effectiveness of 360-Degree Feedback
  • 360-Degree Feedback: Advantages and Disadvantages
  • Introducing 360-Degree Feedback
  • Performance Reviews
  • The Process of Reviewing Performance
  • The Formal Performance Review Meeting
  • Problems with Formal Performance Reviews
  • Preparing For Formal Review Meetings
  • Self-Assessment
  • Conducting a Formal Performance Review Meeting
  • Analysing and Assessing Performance
  • Evidence-Based Performance Management
  • Analysing Performance
  • The Process of Rating
  • Rating Scales
  • Forced Distribution
  • Behaviourally Anchored Rating Scales
  • Behavioural Observation Scales
  • Arguments For and Against Rating
  • Alternatives to Rating
  • Coaching
  • Coaching Defined
  • The Process of Coaching
  • Approach to Coaching
  • Techniques of Coaching
  • Coaching Skills
  • Developing a Coaching Culture

Performance Management in Action

  • Performance Management Surveys
  • CIPD
  • E-Reward
  • Household and Jirasinghe
  • Lawler and McDermott
  • The Institute Of Employment Studies
  • The Work Foundation
  • Performance Management Models
  • Astra-Zeneca Company
  • CEMEX
  • Centrica
  • DHL
  • Halifaxbos
  • Pfizer Inc.
  • Raytheon
  • Royal College Of Nursing
  • Standard Chartered Bank
  • Victoria and Albert Museum
  • Yorkshire Water
  • Reactions to Performance Management
  • The Focus Groups
  • Focus Groups: Organization A (Financial Services Company)
  • Focus Groups: Organization B (A Manufacturing Company)
  • Focus Group: Organization C (A Call Centre)
  • Focus Groups: Organization D Oil Exploration Company)
  • Focus Groups: Organization E (A Local Authority)
  • Focus Groups: Organization F: (A Charity)
  • Overall Comments On the Focus Groups Findings
  • The Impact of Performance Management
  • How Performance Management is Expected To Improve Performance
  • Establishing the Impact
  • Evidence from Research

Información adicional

HRODC Postgraduate Training Institute is registered with the UK Registry of Learning Providers (UKRLP) of the Department for Business, Innovation and Skills (BIS), formerly Department of Innovation, Universities and Skills (DIUS). Its registration number is 10019585 and can be verified at http://www.ukrlp.co.uk/