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So what is this thing called Transformation? 

Put simply, Transformation is the third wave of the Industrial Revolution One that we all have a long way to ride on in our lifetimes! 

What is the Transformation Process? 

The Transformation Process is the scientifically and practical real life proven change that occurs when the management in an organisation transforms its management thinking. As a result of this transformation, every area

Experiences 'continuous improvement.no matter its type, size or age!

 

Who invented it?

 

The World's greatest quality management thinker Professor W. Edwards Deming between 1927 - 1993. 

W. Edwards Deming (1900-1993) changed our lives by developing better ways for people to work together. He derived the first philosophy and method that allows individuals and organizations-from families and schools to government agencies and large companies-to plan and continually improve themselves, their relationships, processes, products and services. His philosophy is one of cooperation and continual improvement; it eschews Raised on the Wyoming frontier in a poor family, Deming experienced hardship and learned early about cooperation as a way of life. He saw the value of shared benefits in barn raising, quilting bees and advice to sugar beet farmers from the Great Western Sugar Company. 

Deming was educated in engineering and physics and became an early student of statistics, the theory of knowledge and systems thinking. He eventually integrated the disciplines of statistical thinking, how people learn, systems thinking and psychology into his theory of profound knowledge, which allows leaders and managers to see a dynamic, complex social system in new ways, predict its performance, and continually improve it in a rapidly changing world. Using his ideas to eliminate cross-purposes, teams and organizations can produce greater wholes-more than any of the individual parts or people added together can. 

He developed his philosophy helping Japanese export industries to recover following World War II. He said he could teach them to produce quality goods more cheaply than quantity, a revolutionary idea in 1950. He told them to treat manufacturing as a system rather than "bits and pieces." He said to include the supplier and the customer in the system and to use feedback from the customer to continually improve products, services and processes. He also said to continually improve both the people in the system and the communication between them. And he said that decisions should be based on facts and data. 

His ideas, which require a personal transformation and new world view for the individuals involved, was only adopted by Japanese auto and electronic export companies and later some American companies. Yet his teachings have changed our workplace vocabulary in less than 20 years to include ideas such as pleasing the customer, partnering with suppliers, empowering workers, managing for quality, and eliminating layers of management and hierarchy. 

Another way of explaining his philosophy is to say instead of managing focused on outcome or objective, one should manage for the continual improvement of processes and systems. As a result, the outcome will continually improve. 

His work has been called the third wave of the industrial revolution after the steam engine and the production line. In a 1991 cover story, US News & World Report listed Deming's philosophy, along with St. Paul, the numerous pre-Columbian discoveries of America and Napoleon's conquest of Europe, as one of history's nine hidden turning points.

 Deming would evoke disbelief in his management seminars when he insisted that 94 percent or more of all problems, defective goods or services came from the system, not from a careless worker or a defective machine. He would go on to say that to improve an organization's goods or services, the system had to be improved rather than searching for the guilty worker or broken equipment. Top managers in America's leading companies were dubious students. But, in almost all cases, when they implemented his ideas, they were surprised to find that they agreed with him: The management and the system they were managing were the true source of both problems and improvements. 

In the years since its introduction, Deming's philosophy of continual improvement of products, services, processes, systems and people has rarely been practiced in its fullness. In too many cases, his philosophical principles have been reduced to promoting only continual improvement in products and services to please or delight customers. Instead of focusing on the more intangible aspects of his philosophy, as Deming advised, American companies have focused almost exclusively on the tangible products and services produced by those systems. They have often substituted measurement for management. As a result of this linear-minded focus on the tangible outcomes, Deming's goal of the complete transformation of organizations and their people remains an opportunity waiting in the wings, but we have no doubt that it will someday be as universally accepted as the assembly line

(Hunter, 2011). 

So, introduce yourself to Transformation now, and start your journey of discovery into the future!

 

 

Overview of the Transformation Process

 

To Transform your organisation it is essential you develop a working knowledge of every step of the process.

 There are no short cuts to Transformation of your organisation! Those that think there are, are destined for disappointment (Deming, 1986) 

No Magic Puddings! (Deming, 1986)

 

If you have already heard of the concept of The Deming Management Method, which brings Transformation to your organisation, but do not have any working knowledge of how to do it, we will move you up to Module

 

Module 1:

 

Chain Reaction: Quality, Productivity, Lower Costs, Capture

 

If you already have a working Knowledge of Module 1; we will move you up to Module 2

 

Module 2:

 

How are we doing?

 

If you already have a working Knowledge of Modules 1- 2; we will move you up to Module 3

 

Module 3:

 

The Heavy Losses

 

If you already have a working Knowledge of Modules 1 - 3; we will move you up to Module 4

 

Module 4

 

Introduction to a System

 

If you already have a working Knowledge of Modules 1 - 4; we will move you up to Module 5

 

 

Module 5

 

A System of Profound Knowledge

 

If you already have a working Knowledge of Modules 1- 5; we will move you up to Module 6

 

Module 6

 

The Fourteen Principles for Transformation of Western Management

 

If you already have a working Knowledge of Modules 1- 6; we will move you up to Module 7

 

 

Module 7

 

Diseases and Obstacles

 

If you already have a working Knowledge of Modules 1- 7; we will move you up to Module 8

 

Module 8

 

Some New Principles of Training and Leadership

 

If you already have a working Knowledge of Modules 1- 8; we will move you up to Module 9

 

 

Module 9:

 

Management of people

 

If you already have a working Knowledge of Modules 1-9; we will move you up to Module 10

 

Module 10:

 

Shewhart and Control Charts

 

If you already have a working Knowledge of Modules 1-10; we will move you up to Module 11

 

 

Module 11:

 

Purchase of Supplies and Services

 

If you already have a working Knowledge of Modules 1-11; we will move you up to Module 12

 

Module 12

 

When? How Long?

 

If you already have a working Knowledge of Modules 1-12; we will move you up to Module 13

 

 

Module 13:

 

Questions to Help Managers

 

If you already have a working Knowledge of Modules 1-13; we will move you

up to Module 14

 

 

Module 14:

 

Quality & the Consumer

 

If you already have a working Knowledge of Modules 1-14; we will move you up to Module 15

 

Module 15:

 

Quality & Productivity in Service Organisations

 

If you already have a working Knowledge of Modules 1-15; we will move you up to Module 16

 

Module 16:

 

Operational Definitions, Conformance, Performance

 

If you already have a working Knowledge of Modules 1-16; we will move you up to Module 17

 

 

Module 17:

 

Plan for Minimum Average Cost for Test of Incoming Materials and Final Product

 

If you already have a working Knowledge of Modules 1- 17; we will move you up to Module 18

 

 

Module 18:

 

Organisation for Improvement of Quality & Productivity

 

If you already have a working Knowledge of Modules 1-18; we will move you up to Module 19

 

 

Module 19:

 

Improvement of Living

 


Contents Guide for each Module:


Module 1: Chain Reaction: Quality, Productivity, Lower Costs, Capture the Market.

 

• Learning Objectives

 

  • Understand how Deming's Chain Reaction works
  • Understand why Deming's Chain reaction works
  • Be able to develop & implement the Chain Reaction in their own organisations
  •  

Module Topics

 

  • The history and explanation of the Deming Chain Reaction
  • Nonsensical folklore
  • Awakening in Japan
  • Production viewed as a system
  • Need any country be poor?
  • What is the world's most underdeveloped nation?
  • References to Government Service
  • A simple example of what happens when we improve quality
  • Another example - reduction in cost
  • Innovation to Improve the Process
  • Low quality Means high Costs
  • New Machinery and gadgets are not the answer
  • Service Industries
  • Measures of Productivity do not lead to improvement in Productivity

 

Who Should Participate?

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

Module 2: How are we doing?

 

Learning Objectives

 

  • Understand why Western Style of Management is redundant in a new post Global Financial Crisis world with its information flows.

 

  • Understand why best efforts with hard work, not guided by new knowledge, will dig a deeper pit than we are in.

 

  • Obtain answers to probing questions about how people may live as other people live.

 

 

Module Topics

 

 

  • A New World: Information Flows
  • Necessity of Trade
  • The Market is the World
  • What is Quality?
  • Have we been living in Fat?
  • What must we do?
  • The customer's expectations
  • Does the customer invent new product or service?
  • Is it Sufficient to have Happy Customers? Loyal Customers?
  • What Business are we in?
  • No Defects, no Jobs
  • A look at some of the usual Suggestion for Improvement of Quality
  • What is wrong With these Suggestions?
  • Why did the Plant Close?
  • Why did the Bank Close?
  • Where is Quality Made?

 

Who should participate?

 

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

Module 3: The Heavy Losses

 

Learning Objectives

 

  • Understand that the present style of Management is the biggest producer of waste, causing huge losses, whose magnitudes cannot be evaluated cannot be measured.
  • Be able to identify the most important sources of loss (waste)
  • Be able to develop and implement solutions for better practices.

 

We look forward to talking with you about how you can progress toward transforming your own business or organisation employing this easy step!

 

Module Topics

 

  • Some Faulty Practices of Management with some Suggestions for Better

Practice

  • Do not confuse coincidence with cause and effect
  • How far have we gone?
  • Beware of Common Sense
  • Salary for salespeople in Place of Commissions
  • Goals, aims, hopes
  • Facts of Life
  • Futility of a Numerical Goal
  • A Picture may Help
  • Will a numerical goal be achieved?
  • Goal: Cut costs
  • Horrible Example of Numerical Goals in Public Places
  • Numerical Goals
  • Never mind the Methods. Manage by results. Wrong.
  • Merit Pay

 

Who should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

Module 4: Introduction to a System

 

Learning Objectives

 

  • Understand that we are living under the tyranny of the prevailing style of management
  • Understand that most people imagine that this style of management has always existed, and is a fixture
  • Understand that it is a modern invention, a trap that has led us into decline
  • Understand that Transformation is required
  • Understand that education and government, along with industry, are also in need of transformation
  • Understand that an integral part of the system of profound knowledge is appreciation for a system

 

 

Module Topics

 

 

  • What is a System?
  • Management's job
  • Recommended Aim
  • Is your Organisation a system?
  • Development of Aim
  • Management of a System
  • A System Includes the Future
  • Boundary of a System
  • A System includes Competitors
  • What ignited Japan?
  • Dynamics of a System
  • Joy in Work
  • A system of Schools
  • Delayed Effects
  • Interdependence and Interaction
  • Job Description needs Revision
  • St Paul understood a System
  • Destruction of a System
  • Everything best is not Good Enough
  • Destruction of Schools
  • Price Fixing
  • Some Remarks on Monopolies
  • Who Would Wish to do Business with a Loser?
  • Family Life
  • Some Common Examples of Cooperation

 

1. Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

Module 5: A System of Profound Knowledge

 

Learning Objectives

 

  • Understand that the prevailing style of management must undergo

Transformation.

  • Understand that the system cannot understand itself
  • Understand that the transformation requires a view from outside
  • Be provided with an outside view - a lens called a system of profound knowledge
  • Be provided with a map of theory by which to understand the organisations they work in

 

Module Topics

 

  • The First Step
  • The Outside View
  • Preliminary Remarks
  • A System
  • Interdependence
  • Obligation of a Component
  • Basis for Negotiation
  • Knowledge About Variation (introduction)
  • Life is Variation
  • Stable & Unstable States
  • Theory of Knowledge (introduction)
  • Management is Forecasting
  • Use of Data requires Forecasting
  • No True Value
  • Operational Definitions
  • Information is not Knowledge
  • Losses from Successive Application of Random Impulses
  • Some Important Signposts for Profound Knowledge
  • Psychology (introduction)
  • The Phenomenon of Over justification
  • Further Remarks on Rewards
  • Appreciation? Certainly!

 

Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

 

Module 6: The Fourteen Principles for Transformation of Western Management

 

Learning Objectives

 

  • Understand why Western style of Management must change to halt the decline of Western Industry, and to turn it upward.
  • Be able to explain to anyone in their organisation the elements of the transformation that must take place.
  • Understand why there must be an awakening to the crisis, followed by action, which is management's job
  • Be able to develop & implement the criteria in their own organisations by which anyone can measure the performance of management. So everyone in the organisation can answer the question: "How is our management doing?"
  • If they are Union leaders ask the same question, and judge management by the same criteria
  • Recognise and understand that transformation can only be accomplished by man, not by computer hardware, software, automation, or new machinery.

 

 

Module Topics

 

  • Best Efforts not sufficient
  • Need for consistency of effort
  • Theory of Management now exists
  • Guidance from questions and pronouncements from Lloyd. S. Nelson
  • Short - term profits are no index of ability
  • Support of Top Management is not Sufficient
  • Wrong Way
  • Condensation of the 14 Points for Management
  • Elaboration on the 14 points
  • Excerpts from a Report: Japanese Automotive Stamping

 

 

Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

 

 

Module 7: Diseases and Obstacles

 

Learning Objectives

 

 

  • Understand why although the 14 points of management in Module five constitute a Theory of Management; and their application will transform Western style of Management; unfortunately deadly diseases stand in the way of transformation.
  • Understand their deadly effects
  • Understand why the cure for some of the diseases require a complete shake-up of Western style of management
  • Understand the distinction between the diseases and the obstacles

 

 

Module Topics

 

 

  • Enumeration of the Deadly Diseases
  • The Crippling Disease: Lack of Constancy of Purpose
  • Emphasis on Short - term Profits
  • Evaluation of Performance, Merit Rating, or Annual Review
  • Mobility of Management: Job Hopping
  • Running an Organisation on Visible Figures alone (Counting the Money)
  • Excessive Medical Costs
  • Excessive Costs of Liability

 

 

 

Who Should Participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations?

 

 

 

 

Module 8: Some New Principles of Training and Leadership

 

Learning Objectives

 

 

 

  • Understand that Leadership should be to improve the performance of employees and machine; quality; increase output; and simultaneously bring pride of workmanship to people.
  • Understand that Leadership is not to find and record failure of employees, but to find and remove the causes of failure; and to help people do a better job with less effort.
  • Understand that understanding the system of profound knowledge will lead to transformation of management
  • Understand that the transformation will lead to adoption of what participants have learnt to call a system, with a stated aim
  • Understand that the individual components of the system, instead of being competitive, will for optimisation reinforce each other
  • Understand that the same transformation is required in government & education
  • Understand that transformation in any organisation will take place under a leader
  • Understand and appreciate it will not be spontaneous
  • Understand why the subject of leadership has been devoted space in this module

 

 

 

Module Topics

 

  • What is a Leader?
  • Great Ideas Great Plans
  • Example of a leader
  • Aim of Leadership
  • Tell an employee about a mistake
  • Importance of Training
  • A Better Way
  • Example of use of X and R- Charts in Training
  • Application to Administration in a Hospital
  • Statistical Control Achieved, but Output Unsatisfactory
  • Warnings and Exceptions
  • Examples in Leadership: Where are the Defects Coming From?
  • Example of Aid to Leadership
  • Administration of Inspection for Extra High Quality
  • Example of Faulty Inspection
  • Faulty Inspection caused by Fear
  • Requirement of Statistical Control for a Test Method
  • Differences Between Test Instruments
  • Comparison of Two Operators on the Same Machine
  • Comparison of Interviewers to Improve Performance
  • Fallacies of Reward for Winning in a Lottery

 

 

Who Should Participate?

 

Directors/ CEOs/ and senior managers in service/ education/ retail/ healthcare, government and manufacturing sectors with the responsibility for company strategy/ planning/ remuneration policy/ and operations.

 

 

 

 

Module 9: Management of People

 

Learning Objectives

  • Realise they are living in prison, under tyranny of the prevailing style of interaction between people, between teams, between divisions.
  • Realise the need to throw overboard their theories and practices of the

present, and build afresh

  • Throw overboard the idea that competition is a necessary way of life
  • In place of competition, build cooperation
  • Be able to start managing people under the new philosophy

 

Module Topics

  • Effects of the Present Style of Reward
  • Transformation is Required in Government, Industry, education
  • Pictorial Effect of Transformation
  • Example of Incompatible Hopes
  • Management of People
  • The New Role of a Manager of People After Transformation
  • On their Honour it Paid
  • Is the Organisation hampering itself by Mismanagement of People?
  • The PDSA Cycle
  • Planning for a new Engine
  • To Shorten the Time of Development
  • A word on Current Accounting Practice in Development
  • Danger in Divided Responsibility
  • Joint Responsibility
  • Promotion
  • What ought a school of Business Teach?
  • A Remark on Education
  • Against Grading at School
  • Ranking and Grading Produce Artificial Scarcity
  • Theory of a System, win, win, needed in education
  • Some examples of grading, gold stars, prizes

 

Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

Module 10: Shewhart and Control Charts

 

Learning Objectives

  • Understand that the central problem in Management and in Leadership is failure to understand the information in variation

 

  • Participants that possess even a fuzzy understanding of this module will understand the futility of the annual rating of performance of people as a basis for pay rises and promotion

 

  • Understand the type of action required to reduce special causes of variation is totally different from the action required to reduce variation and faults from the system itself

 

  • Understand the meaning of the capability of a process and of a system of measurement

 

  • Will appreciate the necessity for statistical control of use of instruments and gauges

 

  • Will understand that the adjustment of an instrument to a standard should be carried out only on statistical evidence of stability of both instruments

 

  • Will understand that leadership that takes aim at people that are below average in production, or above average in mistakes, is wrong, ineffective, and costly to the organisation

 

  • That the same holds for a leader that supposes that everyone could be an achieve

 

  • Understand that why it is that costs decrease as quality improves

 

  • Why it is essential to understand the distinction between a stable system and an unstable system

 

  • How to plot points and conclude by rational methods whether they indicate a stable system

 

 

Module Topics

 

  • Special Causes; Common causes; Improvement of the System
  • A First Lesson in the Application of Statistical Theory
  • What Characteristic or Characteristics are Important?
  • Special Causes and Common Causes
  • Costly Confusion
  • "We rely on our Experience"
  • What is the System?
  • Two Kinds of Mistake
  • Need for Rules
  • Note in Respect to any Rule
  • Patterns
  • Statistical Control
  • A Typical Path of Frustration
  • Too Many Fires?
  • Trouble in a Spinning Mill
  • Monte Carlo Experiments with the Funnel
  • Statistical Control of Instruments and Gauges
  • False Signals from Measuring Instruments
  • Control Limits are not Specification Limits
  • Control Limits do not set Probabilities
  • More on Specification
  • Partial list of Common Causes of Variance and of Wrong spread, wrong

Level: the Responsibility of Management

  • Two Basic Uses of Control Charts
  • Some Advice about Control Charts as an Ongoing Operation
  • Capability of the process
  • Advantages of Stability or Statistical Control
  • Interlaboratory Testing
  • Decrease Inventory through Improvement of Quality
  • The Most Important Figures are not on the Chart
  • Application to Sales

Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

Module 11: Purchase of Supplies and Services

 

Learning Objectives

  • Word 1
  • Word 2
  • Word 3

Module Topics

  • Customers
  • Selection of single supplier: Prime consideration
  • Advantages of having single supplier for any one item
  • Obligations of customer and supplier
  • Some usual fears about a single supplier
  • Engineering changes

 

 

Module 12: When? How Long?

Learning Objectives

 

At the end of the Module, Participants will:

  • Understand why this is a fuzzy question born from a lack of understanding.
  • Understand the issues that will affect the answer to this question

 

Module Topics

  • Rehearsal of Some of the Problems
  • Retardation to Transformation
  • How Long?
  • What about Inhibiting Forces from Government?
  • When?
  • Survival of the Fittest

 

 

Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

Module 13: Questions to Help Managers

 

Learning Objectives

 

At the end of the Module, Participants will:

  • Be provided with a toolbox of 66 questions they can ask as a basis to try and answer their responsibilities as Managers.

 

Module Topics

 

• The 66 Questions

 

 

Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

Module 14: Quality and the Consumer

 

Learning Objectives

 

At the end of this module, participants will:

  • Understand what quality is, who defines it, who cares, and who makes decisions on whether to buy your product or service.

 

Module Topics

 

  • Several Faces of Quality
  • What is Quality?
  • Quality of Medical Care
  • Remark on Quality of Teaching
  • Latent Recognition (Too late)
  • The Consumer, the Most Important Part of the Production Line
  • Who is the Customer?
  • Triangle of Interaction
  • Learning from the Consumer
  • Quality of Service
  • Complaints Come in too Late
  • The Old Way and the New Way
  • A Word about Consumer Research
  • New Product and New Service

 

Who Should participate?

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

Module 15: Quality and Productivity in Service Organisations

 

Learning Objectives

 

At the end of this module, participants will:

 

  • Understand that the 14 Points and the Diseases of Management learnt about in Modules 2 & 3 equally apply to service organisations


Module Topics

 

 

  • Who Needs Improvement?
  • Economic Importance of Employment in Service
  • Quality of Service ( Continued from Module 6)
  • Problems of Salespeople
  • Some Services contribute to our Balance of Trade
  • Some Differences Between Service & Manufacturing
  • Contact with the Customer
  • Service in Motor Freight
  • How to Increase Costs of Billing in Motor Freight
  • The Customer can Help
  • Administrative Applications in the Ford Motor Company
  • Anecdote on Construction
  • Government Service is to be Judged on Equity as well as Efficiency
  • Adaption of the 14 Points to Medical Service
  • Suggestions of Study on Performance in a Hospital
  • Suggestions of Study of Performance of an Airline
  • Suggestions of Study of Performance in a Hotel
  • Application in Census
  • Application in Customs
  • Problems in a Payroll Department
  • Clerical Problems in Purchasing
  • Travel Vouchers
  • Accounting Procedures: Present Worth of Physical Plant & Inventory
  • Reduction of Inventory through Study of Time of Transit
  • A Hotel
  • The Postal Service
  • Overbooking
  • Copying Machines
  • A Restaurant
  • A Transit System
  • A Railway
  • Studies in the Operation of a Telecommunications company
  • A Department Store
  • Vehicles and the Customer
  • Banks
  • Power Utilities
  • Local Government

 

 

Who Should Participate?

 

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 

 

Module 16: Operational Definitions, Conformance, Performance

 

Learning Objectives

 

  • The central problem in management, Leadership and Production
  • Effort and methods of improvement
  • Quality and Productivity
  • Performance

Module Topics

  • Knowledge of a scare national resource
  • Why waste knowledge?
  • Suggested Plan
  • Where may you find the right man?
  • Examples of other dotted-line relationships
  • Achievements at the bureau of census
  • Additional remarks on the education of industry
  • Advice to consultants and companies

 

Module 17: Plan for Minimum Average Cost for Test of Incoming Materials and Final Product

 

Learning Objectives

 

At the end of this module, participants will:

 

  • Be able to develop principles in a wide variety of circumstances met in practice that will inform minimisation of the average total cost of inspection of incoming materials.
  • Be able to develop principles in a wide variety of circumstances met in practice that will inform minimisation of the cost of repair and retest of product downstream that fails because of a defective item that went into production.

 

Module Topics

 

  • Some Simple Rules of Wide Application
  • All or none
  • Binomial Straddle
  • Other Conditions met in Practice
  • State of Chaos
  • Joyce Orsini's Rules
  • Multiple Parts
  • Additional Problems with Measurement and Materials
  • Disposal of Standard Acceptance Plan

 

 

Who Should Participate?

 

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

Module 18: Organisation for Improvement of Quality & Productivity

 

Learning Objectives

 

At the end of this module, participants will:

 

  • Have been provided with guidance on how their organisation can make optimum use of knowledge.

 

  • Have been provided with guidance on how to continually develop people and processes.

 

 

Module Topics

 

  • Knowledge is a Scarce National Resource

 

  • Why waste Knowledge?

 

  • Suggested Plan

 

  • Where may you find the right person?

 

  • Examples of other dotted line relationships

 

  • Additional Remarks on the Educational Needs of Industry

 

  • Advice to Consultants and to Organisations

 

 

Who Should Participate?

 

 

Directors, CEOs, and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy, and operations.

 

 Module 19: Overview of Deming Management Method

 

Deming's real Transformation gives you the insight to remove barriers, increase efficiencies, reduce waste, boost motivation, stimulate innovation and understand your organisation and its real capabilities.

 

Take the opportunity to be one of the first groups of people to learn and apply Deming's management system. Certain parts of it are easy - stop doing certain things and productivity will increase. Other things require learning and understanding the four key components of Deming's New Philosophy of Management.

 

This engaging and interactive workshop will focus on a philosophy of four components that lead to the understanding of how the organisation can work as a system, how it can learn as it develops, how to get the best out of people, and interpret data. Through this workshop, you will learn and understand these four key components:

 

  1. Approbation for a system - Understanding the organisation as a system
  2. Knowledge about variation - and the mistakes made while attempting to improve results
  3. Theory of knowledge - and how management can predict future outcomes; and
  4. Psychology - bring out motivation of employees and optimise everyone's abilities

 

Learning Objectives 

At the end of the workshop, participants will:

 

  • Understand the responsibilities of a leader and the challenges faced
  • Review their traditional management system and the questions that surface
  • Gain an insight into the effects of management policies and practices
  • Know when to take action on processes and the type of action to take
  • Analyse the effect of inappropriate actions on false signals and tampering
  • Strategize how to work as a system and create a learning organisation
  • Understand the impact of quota's, MBO, pay for performance
  • Incorporate new thinking in their organisations

 

 Who Should Attend

 

Directors and senior managers in service, education, retail, healthcare, government and manufacturing sectors with the responsibility for company strategy, planning, remuneration policy and operations.

 

Course Duration

 

2.5 days

 

Module Investment

 

Each module is tailor made to accommodate your numbers. It can be delivered by any of the methods of your choice. Contact us now to assess your needs.

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