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.

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’.

 

By the conclusion of the specified learning and development activities, delegates will be able to:

Demonstrate their appreciation for consumer and client demand for quality;

Demonstrate their awareness of consumers’ increasing quality consciousness;

Exhibit an understanding of the role of Quality Systems in:

a.   Creating a positive organisational image;

b.      Lowering operational costs;

c.      Reducing or averting product or service liability litigation.

Demonstrate their understanding of ‘Modern Control Systems’;

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;

Indicate when managerial control should be relaxed, to facilitate organisational development, quality improvement and continuous professional development;

Establish quality objectives;

State quality objectives as precisely as possible;

Set quality objectives in relation to other organisational objectives;

Relate objectives to specific actions, whenever necessary;

Pinpoint expected results;

Specify when goals are expected to be achieved;

Distinguish between strategic, tactical and operational quality objectives;

Establish a ‘quality-throughput accounting balance’;

Demonstrate how a continuous improvement strategy might be designed and implemented;

Illustrate how just-in-time system works in practice;

Establish the difference in ‘push’ and ‘pull’ between Just-In-Time (JIT) System and Material Requirement Planning (MRP);

Demonstrate their understanding of the fundamental differences between JIT and MRP;

Demonstrate the quality benefits of JIT vs. MRP;

Indicate the quality issues involved in JIT and MRP;

Exhibit Their understanding of the Sourcing strategies, which are necessarily employed in JIT and MRP;

Demonstrate their ability to circumvent problems posed by Single Sourcing;

Exhibit their understanding of the fundamental tenets of Total Quality Management (TQM);

Demonstrate their ability to contextualise the following:

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;

Illustrate the perceptual value of quality assurance;

Exhibit their ability to establish quality assurance from quality objectives;

Demonstrate their ability to Quality Benchmarking;

Evaluate the standards proposed by internationally acclaimed quality protagonists, such as:

q.      Philip B. Crosby,

r.       W. Edwards Deming,

s.      Joseph M. Juran,

t.       Shigeo Shingo, and

u.      Armand V. Eeigenbaum.

Use quality as a basis for conducting an internal and external environmental analysis;

Demonstrate their ability to use quality as the basis for conducting a strategic operational review;

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.

Seminar or Course Number 025 - Modern Quality Systems, Postgraduate Course, Leading to Diploma–Postgraduate – in Modern Quality Systems, accumulating to a Postgraduate Certificate, with 144 additional Credit-Hours, and a Postgraduate Diploma, with 224 additional Credit-Hours. Click to download the PDF Brochure for this Course.