Quality Assurance (QA) is a way of preventing mistakes or defects in manufactured products and avoiding problems when delivering solutions or services to customers. QA is applied to physical products in pre-production to verify what will be made meets specifications and requirements, and during manufacturing production runs by validating lot samples meet specified quality controls. QA is also applied to software to verify that features and functionality meet business objectives, and that code is relatively bug free prior to shipping or releasing new software products and versions.

Quality Assurance refers to administrative and procedural activities implemented in a quality system so that requirements and goals for a product, service or activity will be fulfilled. It is the systematic measurement, comparison with a standard, monitoring of processes and an associated feedback loop that confers error prevention. This can be contrasted with quality control, which is focused on process output. Two principles included in Quality Assurance are: "Fit for purpose", the product should be suitable for the intended purpose; and "Right first time", mistakes should be eliminated. QA includes management of the quality of raw materials, assemblies, products and components, services related to production, and management, production and inspection processes.

Quality control, or QC for short, is a process by which entities review the quality of all factors involved in production. This approach places an emphasis on three aspects. Controls include product inspection, where every product is examined visually, and often using a stereo microscope for fine detail before the product is sold into the external market. Inspectors will be provided with lists and descriptions of unacceptable product defects such as cracks or surface blemishes for example. Quality control emphasizes testing of products to uncover defects and reporting to management who make the decision to allow or deny product release.

By the end of this course 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

· Demonstrate their understanding of ‘Modern Control Systems

· Determine the place of mutual adjustment, as a coordinating mechanism within specific organizational settings – determined by their sizes and stages of development, and work process

· Determine how management information systems support organizational control

· Determine the cybernetic value of computerized information system in general organizational functioning and specifically management control system

· Evaluate the impact of a haphazard management accounting system on the overall organizational control mechanism

· Explain the import conversion export process

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

· Establish quality objectives

· State quality objectives as precisely as possible

· Set quality objectives in relation to other organizational objectives

· Relate objectives to specific actions, whenever necessary

· Pinpoint exceeded 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)

· Evaluate the standards proposed by internationally acclaimed quality protagonists

Quality Assurance (QA) Managers, Quality Control (QC) Managers, QA Engineers, Process Engineers, GMP Managers, Chief Executive Officers (CEOs), Chief Operating Officers (COOs), Managing Directors, Auditors, Regulatory/Quality Compliance Professionals, Production Managers and Supervisors, Manufacturing Engineers, Plant and Purchasing Managers, Engineering Supervisors, Those with responsibility for implementing quality management system, Those with an interest in quality management system

Introduction to Quality: Quality Assurance and Quality Control

· A Definition of quality

· Clients’ Quality Consciousness

· The Law and Development of Quality Assurance

· Using Quality as a Tool

· Create a positive organizational image

· Lower operational costs

· Reduce or avert product or service liability litigation

Modern Control Systems

· Management Information System

· Computerized Information Systems

· Information Speed

· Information Retrieval

· Management Accounting System

· The Import- Conversion –Export Process

· The Import Process

· The Conversion Process

· The Export Process

· Operational Control System

· Service Operation

· Process Scheduling

· Loading

· Sequencing

· Detailed Scheduling

· Inventory Control

· Cost Control

· Quality Control

· Controlling Utilization of Organisational Resources

· Co-Ordaining as a Control Mechanism

· Mutual Adjustment

· Direct Supervision

· Standardization of Work Process

· Standardization of Input-Skills, Knowledge And Attitudes

· Standardization of Output

· Organisational Structure as a Control Function

· Communication Dissemination

· Decision Making Involvement

· The ‘In’ Inventory

· The ‘Out’ Inventory

· The ‘JIT’ Inventory System

· The KANBAN System

· Establishing Quality Objectives

· Stating Precise Objective

· Setting Quality Objectives in Relation to Other Organisational Objectives

· Relating Objectives to Specific Actions

· Pinpointing Expected Results

· Specifying When Goals are Expected to be Achieved

· Distinguishing between Strategic, tactical and Operational Quality Objectives

· Establishing a ‘Quality-Throughput Accounting Balance’

· Continuous Improvement Program

· Just-in-Time (JIT) Compared with Material Requirements Planning (MRP)

· JIT vs. MRP: Component and Material Sourcing Strategy

· The Quality Benefits of JIT and MRP

· The Quality Issues Involved In JIT and MRP

· Kaizen or Continuous Improvement

· Quality Benchmarking

· Guidelines For Achieving Quality

ISO 9000: An Overview

· Essential of ISO 9000

· Understanding ISO 900 Family of Standards

· ISO 9000

· Confidence

· Capability

ISO Quality Principles

· Customer Focus

· Leadership

· People Involvement

· Process Approach

· Systems Approach to Management

· Continuous Improvement

· Factual Approach to Decision-Making

· Mutually Beneficial Supplier Relationships

· Using the Principles

· The ISO 9001 Requirements

· Basis of the Requirements

· Purpose of the Requirements

· The Basic Management Requirements

· The Basic Assurance Requirements

· ISO 9001 and the EU Directives

Managing Quality Achievement

· Quality and Conformity to Requirements or Specification

· Fitness for Use

· Fitness for Purpose

· Sustained Satisfaction

· Satisfactory and Unsatisfactory Quality

· Attainment Levels of Quality

· Product and Services

· Quality and Price

· Quality and Cost

· Quality and Design

· Quality, Reliability and Safety

· Quality Characteristics

· Dimensions of Quality

Framework of the Standards

· Generic International Quality Management and Quality Standard Assurance

· The ISO 9000 Series

· Definition of Terms

· Customer

· Product

· System

· Procedure

· Going for ISO 9000?

· Business Process Management (BMP)

· Quality Achievement, Sustenance and Improvement

A Flawed Approach

· Approach to Quality Assurance

· Requirement for Doing Business

· Seeking Certification

· The Acceptance Criteria

· Approach to System Development

· Designed for Auditors

· Theory of Variation

· The Organisation as a System

· Separate from Business

· Professional Services

· The Exclusive and Inclusive System

· Approach to Documentation

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COURSE CERTIFICATE

Certificate of Completion will be provided to the candidate(s) who successfully attend and complete the course. Training hours attendance percentage of 75% is required.

TRAINING HOURS

Standard course hours: 8:30 A.M. to 3:30 P.M. Informal discussions: 4:30 P.M. to 5:30 P.M.

TRAINING METHODOLOGY

We use a blend of interactive and hands-on methods, active participation, a variety of instructional techniques, dynamic presentations, individual and group exercises, in depth discussion, DVD’s, role-plays, case studies, examples. All of the information, competencies, knowledge and skills acquired within our training programs, are 100% transferrable to the participants’ workplace.

ASSESSMENT & EVALUATION

Pre-Test and Post-Test Assessment are applied on 5-day and 10-day programs. Also, post course evaluation and candidate’s evaluation are applied to add another level of quality measurement. Candidates’ feedback is highly appreciated to elevate the training service quality.

ORGANIZATIONAL IMPACT

A- Have staff trained in the latest training and development approaches

B- Support nationalization and talent management initiatives

C- Have properly trained and informed people who will be able to add value

PERSONAL IMPACT

A- Develop job related skills

B- Develop personal skills in subject matter

C- Have a record of your growth and learning results

D- Bring proof of your progress back to your organization

F- Become competent, effective and productive

G- Be more able to make sound decisions

H- Be more effective in day to day work by mastering job-related processes

I- Create and develop competency to perform job well

FREQUENT NOMINATIONS SCHEME

A- 10% discount after 05 candidates’ registration.

B- 15% discount after 10 candidates’ registration.    

C- 20% discount after 20 candidates’ registration.

D- 25% discount after 25 candidates’ registration.

E- 30% discount after 30 candidates’ registration

F- Higher discount rates will be offered based on work volume with different clients.  

SEVERAL NOMINATIONS ON THE SAME COURSE SCHEME

A- One extra free seat is offered on 4 candidates on the same course and dates.

B- Two extra free seats are offered on 6 candidates on the same course and dates.

C- Three extra free seats are offered on 8 candidates on the same course and dates.

D- Four extra free seats are offered on 10 candidates on the same course and dates.

E- Five extra free seats are offered on 12 candidates on the same course and dates.

REGISTRATION POLICY

Nominations to our public courses are to be processed by the client’s Training and/or HR departments. A refund will be issued back to the client in the event of course cancellation or seat unavailability. A confirmation will be issued to the relevant department official(s). 

CANCELLATION POLICY

If a confirmed registration is cancelled less than 5 working days prior to the course start date, a substitute participant may be nominated to attend the same course or a 20% cancellation charge is applied. In case of a no-show, a 100% fee will be charged.

PAYMENT POLICY

Payment is due upon receiving the course confirmation, invoice and/or proforma invoice. However; the fee due can be wire transferred to our bank account directly after course completion. Our bank details are illustrated on the confirmation, invoice and proforma invoice, as well. The above documents can be communicated electronically, i.e., in a soft copy or/and in hard copy based on customer’s request.

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