Total Quality Management Training Course

Participants can convert customer needs into measurable quality requirements and service standards.

• Voice of the customer sources ranked by reliability and relevance
• Customer journey mapping identifies moments of truth and failure
• Kano model separates basic, performance and attractive requirements
• Critical-to-quality requirements derived from customer needs and specifications
• Service standards defined with response times, accuracy and completion criteria
• Complaint data coded into recurring themes and improvement opportunities

Participants can map a process, identify value loss and define improved process controls.

• SIPOC diagram defines suppliers, inputs, process, outputs and customers
• Swimlane maps show handoffs, roles, delays and decision points
• Value-added analysis distinguishes customer value, business value and waste
• Cycle time, lead time and touch time calculated correctly
• Bottlenecks identified through demand, capacity and queue evidence
• Future-state process maps specify controls, ownership and target performance

Participants can interpret core ISO 9001 requirements within a practical quality management system.

• ISO 9001 process approach connects context, leadership and performance
• Interested parties and quality requirements recorded in a context analysis
• Documented information controlled through approval, revision and access rules
• Risk-based thinking incorporated into process planning and quality objectives
• Management review inputs linked to trends, audits and customer feedback
• Nonconformity controls distinguish correction, corrective action and prevention

Participants can create a reliable measurement plan for a quality improvement project.

• Operational definitions remove ambiguity from defect and performance measures
• Data collection plans specify source, owner, frequency and sample
• Attribute and variable data selected for appropriate quality questions
• Sampling methods address bias, representativeness and practical collection constraints
• Check sheets designed for consistent defect recording and coding
• Measurement system errors considered before acting on reported results

Participants can select and use basic quality tools to prioritise operational problems.

• Check sheets capture defect frequency, location, type and timing
• Pareto charts prioritise the vital few causes of loss
• Histograms reveal distribution shape, spread, clusters and unusual values
• Scatter diagrams test possible relationships between process variables
• Stratification separates data by shift, product, channel or supplier
• Run charts show performance movement over time before deeper analysis
• Cause-and-effect diagrams organise potential causes under useful categories

Participants can distinguish process variation types and interpret basic control charts.

• Common and special causes distinguished using process behaviour evidence
• Control limits differ from customer specifications and target values
• X-bar and R charts monitor variable data from rational subgroups
• p-charts track proportions of defective items across changing sample sizes
• c-charts count defects where inspection opportunities remain constant
• Control chart signals trigger investigation without unnecessary process adjustment

Participants can evaluate whether a stable process can meet stated specification limits.

• Specification limits compared with process distribution and customer requirements
• Cp and Cpk indices interpreted for centred and off-centre processes
• Pp and Ppk indices used for overall performance assessment
• Normality assumptions tested before capability conclusions are accepted
• Capability shortfalls translated into targeted process improvement priorities
• Capability reports communicate risk using plain operational language

Participants can lead a disciplined corrective action process from problem definition to verification.

• A3 thinking structures problem definition, analysis, action and follow-up
• Problem statements specify gap, scope, timing, impact and affected customers
• Containment actions protect customers while permanent causes are investigated
• 5 Whys analysis tests causal chains against available evidence
• Corrective actions assigned with owners, dates, resources and acceptance criteria
• Effectiveness checks confirm actions removed causes rather than symptoms

Participants can identify, test and validate root causes before selecting improvement actions.

• Fishbone categories examine people, methods, machines, materials and environment
• Fault tree analysis traces failure events through logical cause pathways
• Is-is not analysis narrows investigation boundaries using comparative facts
• Cause hypotheses tested through data, observation and process evidence
• Correlation distinguished from causation before corrective action approval
• Verified root causes documented within a corrective action record

Participants can use FMEA to prioritise process risks and define preventive controls.

• Process FMEA scopes each process step, function and requirement
• Failure modes described as observable departures from intended performance
• Effects, causes and existing controls recorded with sufficient specificity
• Severity, occurrence and detection ratings applied using agreed criteria
• Risk priority numbers support action ranking alongside professional judgement
• Prevention and detection controls assigned to reduce priority risks
• FMEA reviews update ratings after actions and process changes

Participants can identify waste and apply Lean methods that support stable quality performance.

• TIMWOODS waste categories applied to service and production processes
• 5S standards organise work areas, information and visual controls
• Standard work defines best-known sequence, timing and expected output
• Poka-yoke methods prevent errors before they reach customers
• Visual management makes status, abnormalities and priorities immediately visible
• Kaizen events focus teams on bounded, evidence-based improvement objectives

Participants can use DMAIC to structure a data-led quality improvement project.

• DMAIC stages connect project definition, measurement, analysis and control
• Project charters define business case, scope, goal and sponsor
• Operational baseline measures establish the current performance gap
• Cause analysis prioritises statistically and operationally meaningful factors
• Improvement options assessed for impact, effort, risk and feasibility
• Control plans protect gains after project closure and handover

Participants can set supplier quality requirements and manage supplier-related process risk.

• Supplier segmentation reflects criticality, risk, spend and performance history
• Quality clauses specify acceptance criteria, records and notification requirements
• Incoming inspection plans balance risk, cost and supplier capability
• Supplier scorecards track defects, delivery, responsiveness and corrective actions
• Supplier corrective action requests require cause analysis and verification
• Joint improvement plans define responsibilities, milestones and review arrangements

Participants can establish team practices that support ownership, reporting and continuous improvement.

• Quality roles clarified using responsibility matrices and escalation routes
• Daily quality huddles review abnormalities, actions and customer impact
• Psychological safety encourages early reporting of errors and near misses
• Skills matrices identify capability gaps affecting process consistency
• Recognition practices reinforce adherence, improvement and learning behaviours
• Cross-functional teams resolve handoff failures beyond departmental boundaries

Participants can plan and conduct evidence-based internal quality audits.

• Audit programmes prioritise processes using risk, performance and change
• Audit criteria drawn from procedures, requirements, standards and controls
• Interview questions test process understanding, evidence and actual practice
• Sampling records supports reasonable conclusions without reviewing every transaction
• Findings classified as conformity, observation, nonconformity or improvement opportunity
• Audit reports state evidence, requirement, finding and agreed follow-up
• Corrective action closure verified through objective evidence and effectiveness checks

Participants can report quality performance and make the financial case for improvement.

• Prevention costs compared with appraisal and failure cost patterns
• Internal failure costs include rework, scrap, retesting and delay
• External failure costs include returns, complaints, warranty and lost business
• Quality dashboards combine leading controls and lagging customer outcomes
• Balanced scorecard measures connect quality objectives to operational performance
• Trend reports distinguish isolated incidents from sustained performance shifts

Participants can translate strategic quality priorities into owned measures and improvement actions.

• Hoshin Kanri aligns breakthrough objectives with departmental improvement priorities
• Catchball discussions test targets, ownership, resources and practical constraints
• Quality objectives set targets, measures, review dates and accountable owners
• X-matrices connect strategic priorities, projects, metrics and responsible teams
• Improvement portfolios rank initiatives by impact, urgency and resource demand
• Monthly reviews address deviations, decisions, barriers and action completion

Participants can embed improved methods through standardisation, monitoring and change control.

• Standard operating procedures capture revised process steps and controls
• Training plans address role-specific knowledge, practice and competence checks
• Control plans define measures, limits, response actions and escalation
• Change control assesses quality risks before implementing process modifications
• Benefits tracking confirms expected savings, quality gains and customer outcomes
• Lessons learned convert project evidence into future operating standards

Participants can build, review and present a complete TQM improvement project for an operational quality problem.

• Project charter defines customer problem, scope, goal and business case
• Process map identifies handoffs, controls, waste and likely failure points
• Baseline data analysis quantifies defects, variation, delays and cost
• Root cause evidence supports prioritised corrective and preventive actions
• FMEA and control plan protect the improved process from recurrence
• Implementation roadmap assigns milestones, owners, measures and governance reviews
• Management presentation communicates findings, recommendations, risks and expected benefits