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Modern Quality Systems, Postgraduate Course |
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Doctor of Philosophy {(PhD) {University College London (UCL) - University of London)}; MEd Management (University of Bath); Postgraduate (Advanced) Diploma Science Teacher Ed. (University of Bristol); Postgraduate Certificate in Information Systems (University of West London, formerly Thames Valley University); Diploma in Doctoral Research Supervision, (University of Wolverhampton); Teaching Certificate; Fellow of the Institute of Management Specialists; Human Resources Specialist, of the Institute of Management Specialists; Member of the Asian Academy of Management (MAAM); Member of the International Society of Gesture Studies (MISGS); Member of the Standing Council for Organisational Symbolism (MSCOS); Member of ResearchGate; Executive Member of Academy of Management (AOM). There, his contribution incorporates the judging of competitions, review of journal articles, and guiding the development of conference papers. He also contributes to the Disciplines of: Human Resources; Organization and Management Theory; Organization Development and Change; Research Methods; Conflict Management; Organizational Behavior; Management Consulting; Gender & Diversity in Organizations; and Critical Management Studies. Professor Dr. Crawford has been an Academic in the following UK Universities: University of London (Royal Holloway), as Research Tutor; University of Greenwich (Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management; University of Wolverhampton, (Wolverhampton Business School), as Senior Lecturer (Associate Professor), in Organisational Behaviour and Human Resource Management; London Southbank University (Business School), as Lecturer and Unit Leader. His responsibilities in these roles included: Doctoral Research Supervisor; Admissions Tutor; Postgraduate and Undergraduate Dissertation Supervisor; Programme Leader; Personal Tutor. He was formerly an Expatriate at:
Ministry of
Education, Sokoto, Nigeria;
Ministry of
Science and Technical Education, Sokoto, Nigeria;
University of
Sokoto, Nigeria;
College of
Education, Sokoto, Nigeria; and
Former
Editor-In-Chief of ‘Sokoto Journal of Education’.
Quality Managers;
Project Managers;
Production Managers;
Production Supervisors;
Product Engineers;
Inspectors;
Line Leaders;
Production Operators; Those with
responsibility for implementing quality management systems; Those with an interest in quality management systems; Those starting their career in quality management.
By the conclusion of the specified
learning and development activities, delegates will be able to:
a.
Creating a
positive
organisational
image;
b.
Lowering operational costs;
c.
Reducing or averting product or service liability litigation.
Determine the place of mutual
adjustment, as a co-ordinating mechanism within specific
organisational settings – determined by their sizes and stages
of development, and work process; Determine how management information
systems support organisational control; Determine the cybernetic value of
computerised information system in general organisational
functioning and specifically management control system; Evaluate the impact of a haphazard
management accounting system on the overall organisational
control mechanism; Explain the import conversion export
process; Apply the concept of equifinality in
organisational control;
Establish quality objectives;
Establish a ‘quality-throughput accounting balance’;
d.
What is the International Organisation for Standardization
(ISO);
e.
What ‘international standardization’ means;
f.
How ISO standards benefit society;
g.
The hallmarks of the ISO brand;
h.
ISO and world trade;
i.
ISO and developing countries;
j.
How to recognize an ISO standard;
k.
The big, wide world of ISO standards;
l.
What makes ISO 9000 and ISO 14000 so special;
m.
What makes conformity assessment so important;
n.
ISO9000 as a quality framework;
o.
The ISO 9000 Family;
p.
ISO 1400: An Introduction.
Demonstrate their understanding of the
role of the British Standard Institution (BSI) as an
International Quality Assessment Body;
Exhibit their ability to plan,
establishing & monitor Quality Systems; Exhibit an understanding of the
fundamental principles of Total Quality Management (TQM);
Demonstrate their ability to
Implement and Monitoring TQM;
Demonstrate an understanding of the operational constraints of
popular quality systems;
q.
Philip B. Crosby,
r.
W. Edwards Deming,
s.
Joseph M. Juran,
t.
Shigeo
Shingo, and
u.
Armand V. Eeigenbaum. Exhibit their ability to initiate and
institutionalise incremental quality improvement;
Demonstrate their ability to Identify areas for quality
improvement;
Exhibit an understanding of the role
of communication for quality improvement;
Demonstrate their understanding of
the role of
Research and Development for Quality Improvement.
Part
1. Quality Rationale and Information Management
Part 2. The Import – Conversion – Export Process
Part 3. Organisational Control Systems.
Part 4. Quality Management, Organisational Communication and
Decision-making.
Part 5. Just In Time (JIT) vs Material Requirements Planning
(MRP), and Pertinent Quality Systems.
Part
6. Planning, Benchmarking, Assurance and Perspectives: Towards
Quality Improvement.
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