Code Date Venue Fees
MG135 09 - 13 Oct 2017 London - United Kingdom $5,500 Register
MG135 08 - 12 Oct 2018 London - United Kingdom $5,500 Register
Home » Seminars » Management & Leadership » Business Improvement & Quality Techniques

Introduction

This seminar will help you understand and be able to implement recognised Best Practice tools and techniques which is aimed at maximising both business and people performance.

Highlights include:

  • Understanding how business process improvement and quality techniques can support business strategy and achievement of strategic goals
  • The role of process and quality improvement in performance management systems
  • Understanding Lean and where the tools and techniques can be applied
  • The importance of teamwork to ensure benefits are maximised and maintained
  • How to apply corrective actions within the 5S model
  • Understanding TPM and OEE
  • Using the Six Step Approach to Problem Solving
  • Using Statistical Process Control to improve and sustain the Quality of a process

Objectives

  • To understand the context in which business process improvement and quality techniques support business strategy and high level strategic goals
  • The importance of business process improvement in performance management
  • To understand how to apply 5S and Visual Management techniques to control processes
  • The importance and benefits of teamwork within the Lean model
  • How to apply problem solving structure and techniques to improve performance
  • Identify where the 6 Big Losses are and choosing the appropriate action plan to gain the biggest benefits
  • Understand SPC and how to improve and control quality performance

Training Methodology

The seminar will combine presentations with facilitated discussions, interactive practical exercises, small-group activities and practical written and video case studies. A key element in this process is to learn from each other’s ideas, so all contributions are valuable. We will utilise real case studies to show how we have applied in a “real world” environment. The seminar format is designed to build on the previous session by utilising the learning points gained in a logical step by step approach.

Organisational Impact

All attendees will be able to take the tools learnt back to their organisations and make an immediate and positive impact on both individual and business objectives and activities. The gains made will not involve excessive capital expenditure but will deliver significant and cost effective results and improvements while also improving the effectiveness of the team.

Personal Impact

Participants will be exposed to a range of Best Practice and widely recognised improvement techniques which are designed to be run in a range of different business sectors. We will show how they can be applied across these sectors with equally positive effect.

Who Should Attend?

Team Leaders, business managers, production personnel and senior professionals who would like to take a wider perspective how they can improve their business while ensuring all team members are given opportunities to contribute to the improvements. This will ensure any gains made are both supported and sustainable.

Seminar Outline

DAY 1

Strategic Context

  • What is strategy; an overview of its aims and purpose
  • Strategic management tools
  • How business process improvement supports strategy
  • Using strategy maps to identify areas for business improvement

Effective Strategy Execution

  • Designing and using effective performance management systems
  • How business process and quality improvement fits in

Lean Awareness

  • Definition of Lean
  • What Lean Entails
  • Traditional versus Lean
  • Six key principles of Lean
  • Cost reduction and Lean principles
  • Barriers to implementing Lean
  • Understanding the foundation and pillars of Toyota’s ‘TPS House’
  • Benefits to the Business
  • Benefits to Employees
  • The Five Phases
  • Business process simulation

Supplier Basics

  • What is value
  • The Three M’s of waste
  • Value Stream Mapping
  • Measures of Performance
  • The 7 Wastes
  • 5S Workshop Management
  • Visual Management
  • Product Cell Design
  • SMED Techniques
  • Takt Time
  • Line Balancing
  • Process Capability
  • Pull versus Push
  • Team Empowerment

DAY 2

Effective Leadership

  • Manager or leader?
  • Why we need more leaders
  • Effective team leadership

Organisational Culture

  • Cultural frames of reference
  • Four layers of culture
  • The cultural web
  • A Lean culture
  • People and Lean

Effective Teamwork

  • The power of teams
  • The role of teams in Lean
  • Lunar Rescue Exercise
  • Consensus Reaching Tools and Techniques
  • What is a Team?
  • Teams Are…
  • Why Business Needs Teams
  • Individual Team Characteristics (The Adair Model)
  • Stages in team development
  • Team Set Up
  • Belbin’s team roles
  • Characteristics of Effective Teams
  • Team role questionnaire and consideration
  • Relating the learning points to the Real World

DAY 3

The Toyota Production System – A Philosophy Built on Lean

  • The heart of TPS – waste reduction
  • Objectives of Visual Management
  • The Evolution
  • Pillars of the TPS – Jikoda – Toyota’s approach to visual control
  • What is a Visual Workplace?
  • The 5S’s
  • Seiri – Sort out the mess and clutter
  • Seiso – Select, a place for everything, everything in its place
  • Seiton – Shine and spot problems
  • Seiketsu – Standardised method, applied by all
  • Shitsuki – Sustain, becomes a habit
  • Skills Matrix
  • Product Organisation
  • Kanban Systems
  • Scheduling Boards
  • Tool Storage / Shadow Boards
  • Pick Up and Drop Off Points
  • Pillars of the TPS – Just-in-time
  • Understanding continuous flow
  • The foundation of the TPS –heijunka
  • Levelling the work flow

DAY 4

Creative Problem Solving

  • Analyse the Problem
  • Decide if a problem exists
  • Define the problem
  • Diagnose the problem
  • Decide on a Solution
  • Generate alternatives
  • Solving problems the Toyota Way
  • See for yourself – genchi genbutsu
  • The five ‘why’s’

Tools Covered Include

  • Histograms
  • Pareto Analysis
  • Kepner / Tregoe
  • Cause and Effect Diagrams
  • Brainstorming
  • Mind-mapping
  • Paired Comparison
  • FMEA

DAY 5

Statistical Process Control

  • The Meaning of Quality
  • Quality Control
  • Attribute and Variable Methods of Measurement
  • Frequency Distribution
  • Normal and Non Normal Distribution Curves
  • Common and Special Causes of Variation
  • Standard Deviation for Normal Distributions
  • Machine Capability
  • Cp / Cpk Interpretation
  • Process Improvement Stages
  • Definition of SPC
  • The Five Influencing Factors
  • Introduction to SPC Charts
  • Concern and Corrective Action Logs

Accreditation

  • Quality Logo

In Association With

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Oxford Management Centre

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PetroKnowledge

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Business Improvement & Quality Techniques


Upcoming Dates

Code Date Venue Fees
MG135 09 - 13 Oct 2017 London - United Kingdom $5,500
MG135 08 - 12 Oct 2018 London - United Kingdom $5,500

Introduction

This seminar will help you understand and be able to implement recognised Best Practice tools and techniques which is aimed at maximising both business and people performance.

Highlights include:

  • Understanding how business process improvement and quality techniques can support business strategy and achievement of strategic goals
  • The role of process and quality improvement in performance management systems
  • Understanding Lean and where the tools and techniques can be applied
  • The importance of teamwork to ensure benefits are maximised and maintained
  • How to apply corrective actions within the 5S model
  • Understanding TPM and OEE
  • Using the Six Step Approach to Problem Solving
  • Using Statistical Process Control to improve and sustain the Quality of a process

Objectives

  • To understand the context in which business process improvement and quality techniques support business strategy and high level strategic goals
  • The importance of business process improvement in performance management
  • To understand how to apply 5S and Visual Management techniques to control processes
  • The importance and benefits of teamwork within the Lean model
  • How to apply problem solving structure and techniques to improve performance
  • Identify where the 6 Big Losses are and choosing the appropriate action plan to gain the biggest benefits
  • Understand SPC and how to improve and control quality performance

Training Methodology

The seminar will combine presentations with facilitated discussions, interactive practical exercises, small-group activities and practical written and video case studies. A key element in this process is to learn from each other’s ideas, so all contributions are valuable. We will utilise real case studies to show how we have applied in a “real world” environment. The seminar format is designed to build on the previous session by utilising the learning points gained in a logical step by step approach.

Organisational Impact

All attendees will be able to take the tools learnt back to their organisations and make an immediate and positive impact on both individual and business objectives and activities. The gains made will not involve excessive capital expenditure but will deliver significant and cost effective results and improvements while also improving the effectiveness of the team.

Personal Impact

Participants will be exposed to a range of Best Practice and widely recognised improvement techniques which are designed to be run in a range of different business sectors. We will show how they can be applied across these sectors with equally positive effect.

Who Should Attend?

Team Leaders, business managers, production personnel and senior professionals who would like to take a wider perspective how they can improve their business while ensuring all team members are given opportunities to contribute to the improvements. This will ensure any gains made are both supported and sustainable.

SEMINAR OUTLINE

DAY 1

Strategic Context

  • What is strategy; an overview of its aims and purpose
  • Strategic management tools
  • How business process improvement supports strategy
  • Using strategy maps to identify areas for business improvement

Effective Strategy Execution

  • Designing and using effective performance management systems
  • How business process and quality improvement fits in

Lean Awareness

  • Definition of Lean
  • What Lean Entails
  • Traditional versus Lean
  • Six key principles of Lean
  • Cost reduction and Lean principles
  • Barriers to implementing Lean
  • Understanding the foundation and pillars of Toyota’s ‘TPS House’
  • Benefits to the Business
  • Benefits to Employees
  • The Five Phases
  • Business process simulation

Supplier Basics

  • What is value
  • The Three M’s of waste
  • Value Stream Mapping
  • Measures of Performance
  • The 7 Wastes
  • 5S Workshop Management
  • Visual Management
  • Product Cell Design
  • SMED Techniques
  • Takt Time
  • Line Balancing
  • Process Capability
  • Pull versus Push
  • Team Empowerment

DAY 2

Effective Leadership

  • Manager or leader?
  • Why we need more leaders
  • Effective team leadership

Organisational Culture

  • Cultural frames of reference
  • Four layers of culture
  • The cultural web
  • A Lean culture
  • People and Lean

Effective Teamwork

  • The power of teams
  • The role of teams in Lean
  • Lunar Rescue Exercise
  • Consensus Reaching Tools and Techniques
  • What is a Team?
  • Teams Are…
  • Why Business Needs Teams
  • Individual Team Characteristics (The Adair Model)
  • Stages in team development
  • Team Set Up
  • Belbin’s team roles
  • Characteristics of Effective Teams
  • Team role questionnaire and consideration
  • Relating the learning points to the Real World

DAY 3

The Toyota Production System – A Philosophy Built on Lean

  • The heart of TPS – waste reduction
  • Objectives of Visual Management
  • The Evolution
  • Pillars of the TPS – Jikoda – Toyota’s approach to visual control
  • What is a Visual Workplace?
  • The 5S’s
  • Seiri – Sort out the mess and clutter
  • Seiso – Select, a place for everything, everything in its place
  • Seiton – Shine and spot problems
  • Seiketsu – Standardised method, applied by all
  • Shitsuki – Sustain, becomes a habit
  • Skills Matrix
  • Product Organisation
  • Kanban Systems
  • Scheduling Boards
  • Tool Storage / Shadow Boards
  • Pick Up and Drop Off Points
  • Pillars of the TPS – Just-in-time
  • Understanding continuous flow
  • The foundation of the TPS –heijunka
  • Levelling the work flow

DAY 4

Creative Problem Solving

  • Analyse the Problem
  • Decide if a problem exists
  • Define the problem
  • Diagnose the problem
  • Decide on a Solution
  • Generate alternatives
  • Solving problems the Toyota Way
  • See for yourself – genchi genbutsu
  • The five ‘why’s’

Tools Covered Include

  • Histograms
  • Pareto Analysis
  • Kepner / Tregoe
  • Cause and Effect Diagrams
  • Brainstorming
  • Mind-mapping
  • Paired Comparison
  • FMEA

DAY 5

Statistical Process Control

  • The Meaning of Quality
  • Quality Control
  • Attribute and Variable Methods of Measurement
  • Frequency Distribution
  • Normal and Non Normal Distribution Curves
  • Common and Special Causes of Variation
  • Standard Deviation for Normal Distributions
  • Machine Capability
  • Cp / Cpk Interpretation
  • Process Improvement Stages
  • Definition of SPC
  • The Five Influencing Factors
  • Introduction to SPC Charts
  • Concern and Corrective Action Logs

Quality Logo

GLOMACS is registered with NASBA as a sponsor of Continuing Professional Education (CPE) on the National Registry of CPE Sponsors. NASBA have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be submitted to the National Registry of CPE Sponsors through its website: www.learningmarket.org.

 

All Training Seminars delivered by GLOMACS by default are eligible for CPE Credit.



© 2017. Material published by GLOMACS shown here is copyrighted.
All rights reserved. Any unauthorized copying, distribution, use, dissemination, downloading, storing (in any medium), transmission, reproduction or reliance in whole or any part of this course outline is prohibited and will constitute an infringement of copyright.

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