Quality Systems, Models and Theories
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Quality Systems, Models and Theories

Understand, Develop and Implement Quality Systems for Success and Profit
4.2 (63 ratings)
Instead of using a simple lifetime average, Udemy calculates a course's star rating by considering a number of different factors such as the number of ratings, the age of ratings, and the likelihood of fraudulent ratings.
2,382 students enrolled
Created by Sorin Dumitrascu
Last updated 3/2017
English
English
Current price: $10 Original price: $200 Discount: 95% off
1 day left at this price!
30-Day Money-Back Guarantee
Includes:
  • 1.5 hours on-demand video
  • 1 Article
  • 8 Supplemental Resources
  • Full lifetime access
  • Access on mobile and TV
  • Certificate of Completion
What Will I Learn?
  • plan, develop, implement, measure and review a quality system
  • understand the most important quality models, theories and practice
View Curriculum
Requirements
  • No special requirements, this is an introductory course.
Description

This Quality Systems, Models and Theories course gives you all the information you need to be a quality systems educated professional. In less than 3 hours you are going to learn about Quality Practice and Quality Systems Theory.

You will learn about the importance of creating a clear quality mission and policy and the steps required to do so. You'll also learn about the developing and deploying a quality plan and a system for measuring its effectiveness.

Quality Practice

Quality Mission and Plans. Developing a quality mission requires collaboration among all organizational units, and is completed using several steps that we are going to learn together. The quality plan is a set of documentation that outlines an organization's quality practices, processes, and resources relating to a particular product or service.

Quality Plans Deployment. Every employee within an organization plays a part in the deployment of a quality plan. Upper management, middle management, and operative employees each play a unique and important role in rolling out the quality plan.

Measuring Effectiveness. Managers have several tools available to them to measure the strengths of their quality systems, each of which can give them a solid understanding of system effectiveness. The balanced scorecard is, one example, a measurement system that organizes a company's strategies into four balanced categories: financial, customer, internal business process and learning and growth.

And this course will provide you with a solid overview of the many different quality models and theories companies can use to improve their performance, as well as the impact various quality theorists have had on the quality movement.

Quality Systems

ISO 9000. The ISO 9000 standards are based on eight principles of quality management that can be applied by senior managers to improve their organizations. Registration and implementation of the standards can provide companies with several benefits.

TQM. Total quality management (TQM) describes a Japanese-style approach to quality improvement, in which all members of an organization work to improve processes, products, and services, as well as their organization's culture.

CQI. Continuous quality improvement (CQI) recognizes the changing nature of customer needs. With its ultimate goal of customer satisfaction, CQI encourages managers to analyze capabilities and processes so they can be constantly improved.

Kaizen. Japanese companies use the term kaizen to describe continuous improvement at every level of an organization, which leads to improved products and services.

Six Sigma. Six Sigma has become a world standard and is significant to today's organizations that are using the methodology as part of their broader total quality management efforts to reduce process defects.

Benchmarking. An organization can use benchmarking to measure itself against best-in-class companies so it can improve its own performance. By using information gleaned from analyzing top competitors' practices, an organization can set and achieve goals that are both competitive and attainable.

Quality Theorists. Although there are far too many to discuss in detail, some of the key pioneers who have made significant contributions to the quality movement include Philip B. Crosby, W. Edwards Deming, Armand V. Feigenbaum, Kaoru Ishikawa, Joseph M. Juran, and Genichi Taguchi.

So, If you are interested in quality management and want the compact and information rich version of Quality Systems, Models and Theories, than this course is for you.

Thank you for your attention and see you in the course!

Who is the target audience?
  • This course targets all categories of professionals in general and directors of quality, quality managers and executives involved with quality at the organizational or departmental level within an organization, in particular.
Students Who Viewed This Course Also Viewed
Curriculum For This Course
Expand All 27 Lectures Collapse All 27 Lectures 01:58:38
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Introduction
3 Lectures 06:19

The implementation of an effective quality system is a vital component of the success of any organization. Personnel at all levels in an organization must be aware of the quality mission, plan, and methodology it employs.

Preview 01:38

In this course, you will learn about the importance of creating a clear quality mission and policy and the steps required to do so. You'll also learn about the necessity of developing a quality plan and a system for measuring its effectiveness.

This course will also provide you with a solid overview of the many different quality models and theories companies can use to improve their performance, as well as the impact various quality theorists have had on the quality movement.

Preview 02:50

Guidelines on using Udemy for better learning.

Preview 01:51

Understand the course objectives, structure and method

Introduction
2 questions
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Developing a Quality System
3 Lectures 19:30

A mission statement can be as simple as "We strive to make our customers happy" or much longer, depending on how a company hopes to portray itself.

A company's corporate mission statement outlines its current state, while its vision statement describes what state it hopes to achieve in the future.

Preview 06:07

A quality plan is a set of documentation that outlines an organization's quality practices, processes, and resources relating to a particular product or service.

Quality plans help companies define the objectives they hope to attain, document standards and policies, and specify procedures for change.

The Quality Plan
06:41

Every employee within an organization plays a part in the deployment of a quality plan. As the quality plan is rolled out, each person is assigned a particular role, whether he is upper management, middle management, or an operative employee.

In most organizations, upper management comprises executives and senior officers who are responsible for implementing the policies and directions that define the company. Upper management plays a key role in quality plan deployment.

Implementing a Quality Plan
06:42

Plan, develop, implement, measure and review a quality system

Developing a Quality System
2 questions
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Quality System Effectiveness
2 Lectures 14:40

The balanced scorecard is a measurement system that organizes a company's strategies into four balanced categories.

The system was developed by Robert Kaplan and David Norton to encourage organizations to focus on not only financial data, but also intangible assets necessary for long-term growth.

Balanced Scorecard Metrics
04:49

Although the balanced scorecard is useful for organizing a company's strategies, several other techniques can also be beneficial for those who need to assess quality systems.

Managers have several tools available to them to measure the strengths of their quality systems, each of which can give them a solid understanding of system effectiveness.

Measurement Tools
09:51

Use tools to review quality system effectiveness

Quality System Effectiveness
2 questions
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ISO and Other Third-party Standards
4 Lectures 13:43

ISO is a nongovernmental, worldwide organization that encompasses the national standards institutes of more than 150 countries.

Officially, the organization is known as the "International Organization for Standardization." However, since the name would be abbreviated differently in several countries, the acronym ISO was chosen, based upon the Greek word isos, meaning "equal."

ISO 9000 Quality Principles
09:49

Several general industry groups have standardized their quality requirements using ISO 9001 standards as a guide. Their ultimate goal is to create quality systems that support continual improvement, prevent defects, and reduce variation and waste in their supply chains.

ISO 9001 Benefits
03:54

The ISO 9000 series of standards and guidelines assists organizations in implementing effective quality management systems, and helps facilitate a mutual understanding in national and international trade.

Specific ISO Standards
2 pages

Various industry groups have worked to standardize their individual quality requirements by using ISO 9001 standards as a guide. The different groups and their requirements are as follows:

Other Third-party Standards
3 pages

ISO and Other Third-party Standards
2 questions
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TQM and Kaizen
3 Lectures 13:50

Originally created by the Naval Air Systems Command, total quality management (TQM) is a term that describes its Japanese-style approach to quality improvement.

Total quality management now focuses on a long-term approach to customer satisfaction. All members of an organization work to improve processes, products, and services, as well as their organization's culture.

Total quality management
06:24

Continuous quality improvement (CQI) is a philosophy that recognizes the changing nature of customer needs. With its ultimate goal of customer satisfaction, CQI encourages managers to analyze capabilities and processes so they can be constantly improved.

At the heart of the CQI philosophy is continuous improvement, which is the ongoing enhancement of products, services, or processes by using incremental breakthrough improvements.

Although the terms continuous improvement and continual improvement are frequently interchanged, they are actually quite distinct. Quality professionals often distinguish between the two concepts in several ways.

Continual vs. continuous improvement
03:46

Many organizations send teams to kaizen events, which are typically five days in duration and focus on eliminating waste, improving the work environment, and reducing costs.

During the event, a team of employees focuses on a particular improvement opportunity to increase organizational efficiency and effectiveness.

The kaizen event uses a structured approach to help organizations develop a new or revised work standard, which is perhaps the most important result companies will take away.

Kaizen
03:40

Understand key elements required for effective TQM and the practice of kaizen

TQM and Kaizen
2 questions
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Six Sigma
2 Lectures 06:05

The term "Six Sigma quality" is often used to describe well-controlled processes. The company Motorola is most commonly associated with the term, after naming one of its key initiatives "Six Sigma Quality."

The Six Sigma methodology can help a company achieve breakthrough improvement through the concept of Six Sigma design. Sigma is a letter in the Greek alphabet and is frequently used as a measure of process variability in statistics.

The Six Sigma Methodology
06:05

Learn about the Six Sigma roles and their associated responsibilities

Six Sigma Roles and Responsibilities
1 page

Understand Six Sigma methodology and practice

Six Sigma
1 question
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Benchmarking
2 Lectures 08:38

Benchmarking is a process an organization can use to measure itself against best-in-class companies so it can improve its own performance to compete in the marketplace.

By using information gleaned from analyzing top competitors' practices, an organization can set and achieve goals that are both competitive and attainable.

Benchmarking
08:38

In business and strategic plans, benchmarking is focused on establishing objectives for customer satisfaction. For instance, an organization should determine how it compares to its competition, what its performance goals for a specified period are, and which key processes drive those goals.

Benchmarking in Business Activities
2 pages

Understand benchmarking and related quality practices

Benchmarking
1 question
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Theorists, philosophies, practice
4 Lectures 07:40

Over the years, numerous theorists have contributed to the philosophies and methods that support total quality management.

Although there are far too many to discuss in detail, it's important to have a solid knowledge of the key pioneers who have made significant contributions to the quality movement.

Quality theorists and their philosophies
07:40

Through his experience in working with many different companies, Joseph M. Juran developed the concept of a universal sequence for breakthrough.

Juran's Breakthrough
1 page

W. Edwards Deming believed that implementing these 14 points can help an organization remain competitive and produce goods and services that are marketable.

Deming's 14 Points
1 page

Philip B. Crosby believed there are 14 steps necessary for permanent and lasting improvement.

Crosby's 14 Steps
1 page

Understand the most important quality models, theories and practice

Quality theorists and philosophies
2 questions
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Next Steps
4 Lectures 04:49

Develop a project based on the course content

Course Project (Optional)
01:21

Explain terms used for better comprehension of the course

Glossary
13 pages

Learning reinforcement and course wrap-up

Using Quality Systems
00:52

Learning reinforcement and course wrap-up

Using Quality Systems
2 questions

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Preview 02:36
About the Instructor
Sorin Dumitrascu
4.5 Average rating
1,642 Reviews
20,329 Students
36 Courses
Management trainer

Before Udemy, Sorin developed and delivered on management, project management, computer literacy, human resources, career development, soft skills for employees and even corrections incidents management.

Currently working as a prison service consultant, he is a certified trainer and project manager, holding a master degree in International Relations and Policy Making and a bachelor degree in Law and Public Administration.

Sorin coordinated during the last 10 years projects in the areas of rule of law, regional development and human resources.

He has more than 10 years of middle/senior managerial experience within the civil service (justice, corrections, internal affairs, training), private sector (project management, consultancy, training) and NGO (industrial relations, rural development).

Sorin is also a certified International Computer Driving License (ICDL) tester and trainer for the United Nations Peacekeeping Missions, certified Human Resource Professional and a Public Manager (professional degree).