Certificate in Quality Management and Business Performance

Lean, Six Sigma and Business Excellence Discover how to make them work for your organisation

Certificate In Quality Management And Business Performance A Strategic Approach To Quality Management And Business Improvement

4 Key Learning Objectives: 1. Learn how to make the business case for pursuing a business improvement strategy that will help you reduce your costs, improve the quality of your products and services and improve cycle times/delivery times 2. Explore Lean, Six Sigma and Self-Assessment strategies to determine the best approach for your organisation’s business improvement programme 3. Understand how the Balanced Scorecard and benchmarking can support your business improvement strategies 4. Explore how the tools of a Lean/Six Sigma practitioner (Value Stream Mapping, Statistical Process Control, etc.) can contribute to profound business improvement Organised by:

Who Should Attend?

This course is designed for leaders, executives and managers from all sectors: manufacturing, service, health, financial and governmental organisations who wish to develop strategies to reduce operating costs while simultaneously improving the client/customer experience.

Strategic Career Partner:

2 – 5 June 2013 • Jumeirah Emirates Towers Hotel, Dubai, UAE 24 – 27 November 2013 • Venue TBC, Dubai, UAE Follow us on: www.twitter.com/iirmiddleeast www.facebook.com/iirmiddleeast www.youtube.com/iirmiddleeast

www.iirme.com/managequality

Meet Your Expert Course Leader Alan Power left Lloyds TSB after 32 years to set up his own consultancy business, MPOWER (UK) Ltd., which provides services to support organisational development.

The George Washington University School of Business, IIR Middle East’s Academic Partner, is dedicated to excellence: in its teaching and research about management, in the public and private sectors, within the United States and internationally.

The school has a 75 year history of preparing men and women for leadership in both the public and private sectors. Known internationally for its dedication to academic excellence, the school draws students from all parts of the United States and around the world.

Beyond first class teaching and scholarship, the school’s faculty offers practical experience in the issues and challenges confronting business and government. Its research centres link faculty and students with US and international business and government organisations. Recent distance learning initiatives have expanded the school’s global reach.

Course Requirements And Certificates Delegates must meet two criteria to be eligible for an IIRME/GW Certificate of Completion for a course: 1. Satisfactory attendance – delegates must attend all sessions of the course. Delegates who miss more than 2 hours of the course sessions will not be eligible to sit the course exam 2. Successful completion of the course assessment Delegates who do not meet these criteria will receive an IIRME Certificate of Attendance. If delegates have not attended all sessions, the Certificate will clearly state the number of hours attended.

During his career with the bank Alan had held several senior executive positions within Human Resources when, in 1986, during his time as HR Director of one of the bank’s subsidiary companies, he became aware of the work of Dr W Edwards Deming and other Quality gurus and, as a result, became an enthusiastic supporter of the principles and practices of Total Quality Management, in particular he developed competencies in areas that today are known as Lean Thinking and Six Sigma; he was also an early adopter to the Balanced Scorecard and employed benchmarking extensively throughout his career.

In 1989, as a direct consequence of his interest in business improvement strategies, he was invited to set up and manage a centralised business unit to handle the bank’s $15 billion mortgage business. As General Manager, he created the company, TSB Homeloans Ltd., using Lean and Six Sigma principles which won him several Quality awards and culminated in him winning the 1996 Quality Scotland National Award for Business Excellence. In 1997 this result led to the CEO of Lloyds TSB appointing Alan to a strategic quality role at the Lloyds TSB corporate headquarters where he directed the quality policy and strategy for the whole group.

Alan has been an assessor for the British Quality Awards and the European Foundation for Quality Management Awards; a visiting lecturer on Quality Management for the University of Warwick and the University of Leicester; he has also been a jury member for the Scottish National Quality Awards.

Alan has extensive experience of the Middle East where he has been running both public and in-company programmes for over 10 years and in all GCC countries.

By completing this course you will be able to: • Outline your business case for pursuing a quality strategy • Describe the business excellence model and explain how it can be used as a self-assessment tool • Explain how to implement excellence in an organisation from developing your vision, mission and values to introducing process improvement programmes • Construct a strategy map and a Balanced Scorecard (BSC)

“I really enjoyed and learnt from this course and I would like to compliment Alan on the comprehensive and in-depth manner in which he dealt with this important subject. I can’t wait to get back to work to start implementing everything I’ve learnt.”

Katherine Marshall, Quality Manager, Jebel Ali Golf Resort & Spa, UAE

Would you like to run this course in-house?

The in-house training division of IIR Middle East Tel: +971 4 407 2624 • Email: CTS@iirme.com www.iirme.com/cts

• Outline the principles of lean operations and demonstrate an ability to construct a value stream map • Explain the principles of Six Sigma and demonstrate an ability to construct a control chart • Understand when and how to deploy a selection of process improvement tools

Course Overview Quality management has the potential to make huge differences to your organisation and to facilitate improvements on a continuing basis – but to achieve this, you must look at it as a strategic initiative – not a short term fix.

Strategic Quality Management And Business Performance is four days of focused and practical training that will deepen your understanding of how you can help transform your organisation to deliver Business Excellence.

The effective implementation of the tools and techniques that you will learn can help secure greater market share and increased profits, as well as reducing costs.

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/managequality

Certificate In Quality Management And Business Performance 2 – 5 June 2013 • Jumeirah Emirates Towers Hotel, Dubai, UAE 24 – 27 November 2013 • Venue TBC, Dubai, UAE Course Timings: Registration will be at 07.30 on Day One. The course will start promptly at 08.00 and finish at 14.30. There will be two breaks for refreshments at appropriate times and lunch will be served at the end of each day’s sessions.

Day One Business Excellence – A Framework For Business Management?

• A history of the quality movement and Business Excellence - Developments in Japan - Developments in USA - Developments in Europe • The business case for Excellence • The European Foundation for Quality Management (EFQM) – excellence model • Business improvement through self-assessment against the Excellence model - Characteristics of enablers - Characteristics of results • Obstacles to effective self-assessment A Fast-Track Method Of Implementing Excellence • The Grand Prix outlined • The Grand Prix workshop method Understanding And Communicating Why Your Business Exists • Developing an effective statement of business purpose - Understanding the need for a mission statement - The process for developing an effective mission statement Determining Your Approach To Fulfilling Your Business Purpose - Being clear about how you differentiate your business - Understanding the need for a clear statement of business strategy - The process for developing an effective strategy statement - The contribution of a Porter analysis to strategy development Identifying What Needs To Be Done To Deliver Your Strategy - How to identify key business processes - Establishing the principle of process ownership - The role of the process owner

Day Two Process Management – Identifying Improvement Opportunities • The 4 dimensions of quality • The importance of quality suppliers and quality inputs • Improving the quality of plant, machinery and tools • Improving the three dimensions of the human side of the enterprise: competence, culture and commitment • Control points and the importance of zero defects Output Quality – How To Monitor Productivity • Efficiency • Effectiveness • Output per paid hour • The complexity of managing human performance Organising Key Business Processes To Effect Management Control – Lean - Using operating models to understand relationships and interfaces - Criteria to consider for organisational design - Lean thinking - The 7 wastes - The 5Ss - Value Stream Mapping Exercise: Developing the skills of value stream mapping Tools And Techniques For Process Improvement – Six Sigma - Six Sigma as a business strategy - Statistical Process Control (SPC) - Cause and effect diagrams - Pareto charts Exercise: Developing basic SPC charts

Day Three Managing The People Dimension Of Your Business - Developing ethics, values and beliefs - Understanding the need to articulate ethics, values and beliefs - The process for developing a clear set of statements of ethics, values and beliefs

- Consider the need to prioritise beliefs - The impact of ethics, values and beliefs on organisational culture - A theoretical framework for developing ethics, values and beliefs Developing And Deploying Your Long-Range Business Plan - Producing an analysis of your strengths, weaknesses, opportunities and threats - Environmental analysis - Capability analysis - The contribution of a vision statement to long-range planning - Understanding the need for a ‘rich picture’ of the business for the planning horizon - How to develop a vision statement Converting Vision Into Reality With A Five Year Business Plan - Understanding the need for a structured approach to business planning - Identifying results and actions to deliver results using the ‘walkback’ technique Making Sure Your Plan Is Delivered - An outline of the policy deployment process - Understanding the difference between management control and breakthrough management - The Policy Deployment Matrix - Using the Policy Deployment Matrix to achieve goal congruence Management Reporting – The Balanced Scorecard • History and development of the Balanced Scorecard • The purpose of the Balanced Scorecard • Using policy deployment to link the Balanced Scorecard to corporate vision • Examples of the Balanced Scorecard - The financial perspective - The customer perspective - The internal perspective - The learning and growth perspective • Identifying cause and effect relationships • Using the Balanced Scorecard to manage your business

Day Four Measuring And Monitoring - Tools and techniques for measuring and monitoring business performance against objectives - Measures for the financial perspective - Measures for the customer perspective – internal and external - Process performance measures and the role of the process owner - Learning and growth measures Using The EFQM To Conduct Self-Assessment - The self-assessment process - How to use the model to conduct self-assessment - Assessing enablers - The characteristics of enablers - Scoring enablers - Assessing results - Characteristics of results - Scoring results - How each of the criteria are weighted - Understanding variation in individual scores - Running a self-assessment workshop - Achieving consensus - Prioritising actions - Action planning How To Win A Business Excellence Award - The award application process - How to construct an effective submission - The assessment process - How to manage the assessment team Summary And End Of Course - Further work - Additional support

T: +971 4 335 2437 F: +971 4 335 2438 E: register@iirme.com W: www.iirme.com/managequality

Certificate In Quality Management And Business Performance 2 – 5 June 2013 • Jumeirah Emirates Towers Hotel, Dubai, UAE 24 – 27 November 2013 • Venue TBC, Dubai, UAE FIVE WAYS TO REGISTER IIR Holdings Ltd. P.O Box 21743 Dubai, UAE

+971 4 335 2437 +971 4 335 2438 register@iirme.com

www.iirme.com/managequality

DISCOUNTS AVAILABLE FOR 2 OR MORE PEOPLE CALL – +971 4 335 2483 E-MAIL – a.watts@iirme.com Event

Course Fee Before 17 March 2013

Course Fee Before 7 April 2013

Final Fee

US$ 3,895

US$ 4,395

US$ 4,695

Course Fee Before 8 September 2013

Course Fee Before 29 September 2013

Final Fee

US$ 3,895

US$ 4,395

US$ 4,695

Certificate In Quality Management And Business Performance (BC4909)

2 – 5 June 2013

Event Certificate In Quality Management And Business Performance (BC4910)

24 – 27 November 2013

Course fees include documentation, luncheon and refreshments. Delegates who attend all sessions and successfully complete the course assessment will receive an IIRME/GW Certificate of Completion.

WEB BC4909/BC4910

WOULD YOU LIKE TO RUN THIS COURSE INͳHOUSE?

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Event Venue: Jumeirah Emirates Towers Hotel, Dubai, UAE Tel: +971 4 330 0000 Accommodation Details We highly recommend you secure your room reservation at the earliest to avoid last minute inconvenience. You can contact the IIR Hospitality Desk for assistance on: Tel: +971 4 407 2693 Fax: +971 4 407 2517 Email: hospitality@iirme.com

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