Operational Excellence · Professional · MBE™

TQM

Mastering Total Quality Management

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Operational ExcellenceProfessional level
30 Hours18 Modules
Self-pacedLearn at your own pace
CertificationEarn an MBE™ Credential

About the TQM Certification

Inspection finds defects after the money has been spent making them. A quality function that lives on final inspection and rework is expensive in ways the ledger rarely shows.

Total Quality Management is the alternative: prevention designed into processes, customer requirements translated into specifications, and leaders who model the behaviors they ask for. Participants learn the thinking of Deming, Juran, Crosby, Feigenbaum and Ishikawa, the cost of quality model, voice of the customer tools, PDCA and the Lean waste lens.

What You Will Learn

  • Articulate the core principles of TQM and the shift from inspection to prevention
  • Compare what Deming, Juran, Crosby, Feigenbaum and Ishikawa each added to quality practice
  • Quantify prevention, appraisal, internal failure and external failure costs, including the hidden ones
  • Distinguish internal from external customers and define value from their perspective
  • Capture the voice of the customer and translate it with quality function deployment
  • Lead culture change and organize quality circles and cross-functional teams
  • Map processes with flowcharts and SIPOC, assign ownership and run PDCA with corrective and preventive action
  • Apply the eight wastes, value stream mapping, 5S and standard work to quality problems

What you take away

Skills You’ll Build

Mastering Total Quality Management skills
Quality economics
Customer requirement translation
Voice of the customer analysis
Quality leadership

Core Topics

  • Quality Systems Thinking
  • Cost of Quality Analysis
  • Voice of the Customer
  • Process Mapping and Ownership
  • Continuous Improvement and PDCA
  • Lean Waste Elimination
  • Quality Tools and Root Cause Analysis
  • Statistical Process Control
  • Six Sigma and DMAIC
  • ISO 9001 and Excellence Frameworks

Who Is This Course For?

Quality managers and quality engineers are the anchor of any cohort, but the program is designed to pull quality out of the quality department. Operations and production managers learn why the failure costs they absorb every month are a prevention problem. Continuous improvement and Lean practitioners gain the quality economics that justify their projects to finance.

Process and manufacturing engineers see how ownership and variation management fit together, and service delivery leads apply the customer-focus and voice of the customer modules to intangible outputs. Internal auditors benefit from the systems view in module eight. The strongest results come from cohorts that mix quality with the functions it audits.

  • Quality managers and engineers
  • Operations and production managers
  • Continuous improvement practitioners
  • Process and manufacturing engineers
  • Service delivery and customer experience leads
  • Internal auditors and ISO coordinators

What’s Included?

  • Self-paced modules you can revisit anytime
  • Digital study resources and templates
  • Knowledge checks and practice assessments
  • A digital, verifiable MBE credential on completion

Course Outline

18 Modules30 hoursSelf-paced

The 18 modules build from philosophy to practice. Modules one to three lay the foundations: what quality means, the core TQM principles, the gurus, and the cost of quality model. Modules four and five concentrate on the customer, and modules six and seven on leadership, culture, teams and quality circles.

Modules eight to ten introduce the process approach, continuous improvement with PDCA, and Lean thinking. Modules eleven to thirteen supply the technical tools: the seven basic tools, control charts and Six Sigma. Modules fourteen to seventeen cover ISO 9001 alignment, excellence models, a culture of prevention and Quality 4.0, and module eighteen is an implementation capstone.

1. Foundations and Philosophy of Total Quality Management
  • Defining Quality and Total Quality Management
  • The Core Principles of TQM
  • From Inspection to Prevention: A Paradigm Shift
  • The Business Case for a Quality Philosophy
2. The Quality Gurus and the Evolution of Quality Management
  • The Craft Era to Industrial Mass Production
  • Deming and the System of Profound Knowledge
  • Juran's Trilogy and the Quality Planning Road Map
  • Crosby, Feigenbaum, and Ishikawa
3. The Cost of Quality and the Business Case for TQM
  • Understanding the Cost of Quality Model
  • Prevention and Appraisal Costs
  • Internal and External Failure Costs
  • The Hidden Costs of Poor Quality
4. Customer Focus and Value Creation
  • Placing the Customer at the Center
  • Internal versus External Customers
  • Understanding Customer Needs and Expectations
  • Creating and Delivering Value
5. Voice of the Customer and Measuring Satisfaction
  • Capturing the Voice of the Customer
  • Surveys, Feedback Loops, and Net Promoter Score
  • Translating Requirements with Quality Function Deployment
  • Analyzing and Acting on Satisfaction Data
6. Leadership and Quality Culture Development
  • Leadership as the Catalyst for Quality
  • Modeling Quality Behaviors and Values
  • Building Trust and Psychological Safety
  • Aligning People, Processes, and Purpose
7. Employee Involvement, Teams, and Quality Circles
  • Empowerment and Engagement in TQM
  • Quality Circles and Improvement Teams
  • Cross-Functional Collaboration
  • Training, Recognition, and Motivation
8. Process Approach and Systems Thinking
  • Viewing the Organization as a System
  • Mapping Processes with Flowcharts and SIPOC
  • Managing Variation and Interdependence
  • Process Ownership and Accountability
9. Continuous Improvement and the PDCA Cycle
  • The Philosophy of Continuous Improvement
  • The Plan-Do-Check-Act Cycle
  • Kaizen and Incremental Gains
  • Corrective versus Preventive Action
10. Lean Thinking and Waste Elimination
  • The Origins of Lean and the Toyota Production System
  • The Eight Wastes and Value-Added Analysis
  • Value Stream Mapping
  • 5S, Standard Work, and Visual Management
11. Applying Foundational Quality Tools
  • The Seven Basic Quality Tools
  • Check Sheets, Histograms, and Pareto Analysis
  • Cause-and-Effect and Scatter Diagrams
  • Diagnosing Problems with Data
12. Statistical Process Control and Managing Variation
  • Understanding Common and Special Cause Variation
  • Control Charts for Variables and Attributes
  • Interpreting Control Chart Signals
  • Process Capability and Cpk
13. Six Sigma and the DMAIC Methodology
  • The Six Sigma Philosophy and Defect Reduction
  • The DMAIC Improvement Framework
  • Roles, Belts, and Project Selection
  • Design for Six Sigma and DMADV
14. Integrating TQM with ISO 9001 and Performance Frameworks
  • ISO 9001 and the Quality Management System
  • The Process-Based Approach of ISO 9001
  • Aligning TQM Principles with Certification
  • Auditing, Documentation, and Compliance
15. Business Excellence Models and Benchmarking
  • The Baldrige Excellence Framework
  • The EFQM Model and the Deming Prize
  • Self-Assessment and Maturity Models
  • Benchmarking for Competitive Advantage
16. Building a Culture of Prevention, Consistency, and Operational Excellence
  • Achieving Consistency Across the Organization
  • Prevention as a Cultural Mindset
  • Best Practices for Sustained Excellence
  • Standardization and Institutional Knowledge
17. Quality 4.0 and the Digital Future of Quality
  • The Rise of Quality 4.0
  • Data Analytics, AI, and Machine Learning in Quality
  • IoT, Sensors, and Real-Time Monitoring
  • Digital Quality Management Systems
18. Implementing TQM: A Capstone Roadmap and Case Studies
  • Assessing Organizational Readiness
  • Designing a TQM Implementation Roadmap
  • Case Studies in TQM Success and Failure
  • Measuring Impact and Return on Quality

Complete the course assessments to earn the TQM credential

Frequently Asked Questions

Does the program go beyond the quality department?

That is the point of it. Modules six and seven are about leadership, culture, cross-functional teams and quality circles, and module eight treats the whole organization as a system of interdependent processes with named owners. A quality head who enrolls production, service and supply chain colleagues alongside the quality team will find the shared vocabulary does more than any procedure.

How is the business case for quality made to finance?

Module three works through the quality economics model: prevention and appraisal spend on one side, internal and external failure on the other, plus the hidden failures that never reach a report. Participants learn to quantify each category for their own operation, which turns a quality improvement proposal into an investment argument a finance director can evaluate.

Which voice of the customer methods are covered?

Module four establishes who the customers are, internal as well as external, and what they value. Module five then covers how to capture their voice through surveys and structured listening, how to measure satisfaction including Net Promoter Score, and how quality function deployment translates requirements into process specifications. The closing topic is turning satisfaction data into action.

What does the leadership and culture content involve?

Module six presents leadership as the catalyst for quality: modeling quality behaviors and values, building trust and psychological safety so problems are reported early, and aligning people, processes and purpose. Module seven extends this to employee involvement, quality circles, cross-functional collaboration, and the training, recognition and motivation that keep participation alive after the launch.

Is Lean included or is this purely a quality program?

Lean is included in its own right. Module ten traces its origins in the Toyota Production System, then applies the eight wastes and value-added analysis, value stream mapping, and 5S, standard work and visual management to quality problems. Participants see that waste and defects share causes, and that TQM and Lean are complementary rather than competing methods.

How much study time should we plan for each participant?

Allow 30 hours of self-paced content on the Blue Ocean learning platform, accessed on web or mobile. Most organizations set a completion window of a few months and watch progress on the administrator dashboard, which reports enrollment, module progress and completion per person. Each participant who finishes the modules and the practice assessments is awarded a digital, verifiable MBE credential.

How do I register for this course?

Use the Register Now button on this page. It opens Mastering Total Quality Management on the Blue Ocean Academy website, where you can enroll and start learning at your own pace.

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