Training courses for Quality Management

Quality Management within an enterprise involves the recognition of what customers need and pursuing the delivery of consistent products or services effectively and within budget.

Good e-Learning offer two Lean training programmes; Lean Foundation & Management Overview (level 1), and Master Belt Practitioner (level 1 & 2). As well as two Six Sigma certifications; Six Sigma Green Belt Foundation (level 1), and Six Sigma Green Belt Advanced (level 1 & 2).

These courses are designed to equip students with the required skills to manage and support a Lean Enterprise approach in any organization.

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Explore Quality Management in more detail:

Welcome to the online center for Quality Management information and advice, free learning resources, and accredited online training courses.

For a quick overview of Quality Management, what it is, and the many benefits for yourself, your team, or your organization, just watch our handy video guide! For more guides and promos, visit our free video library.

Alternatively, click and expand the tabs below to learn more about the history of Quality Management, it's evolution within the business and IT industry, and how understanding and practicing it can benefit you and your organization.

  • The birth of Quality Management

    • The evolution of Quality Management, from mere ‘inspection’ to modern interpretations such as Lean and Six Sigma, has led to the development of essential processes and tools that have been key to business performance improvements across every sector.

      Although Quality Management can be traced back to early 1920s production quality controls, much of the pioneering work was done in Japan during the 1940s and 1950s, most notably by the Americans Feigenbaum, Juran and Deming.

      In the early days of manufacturing, an operative’s work was inspected and a decision was made whether to accept it or reject it. As industry grew larger, so did this decision-making process, leading to the creation of full-time inspection roles.

      With the arrival of these roles came a change in focus: from simple product acceptance to the prevention of the manufacturing defects that might prompt a rejection in the first place. This was the birth of Quality Management.

  • The evolution of Quality Management

    • In the late 1940s Japan’s industrial capacity had been virtually destroyed. The Japanese recognized this, together with an acceptance that Japan had a reputation for cheap imitative products and an illiterate workforce. They set about solving these problems, employing Quality Management as the solution.

      In the 1950s, Japanese Quality Management practices developed rapidly. By 1960, Quality Management had become the major preoccupation of Japanese industry. By the late 1960s and early 1970s, Japan was producing superior products at a significantly cheaper price than her Western counterparts. Exports into the USA and Europe increased impressively and quickly, as did the profits of Japanese industry. This was the fruit of Quality Management.

      Japan, America and Europe jointly sponsored the first international Quality Management conference in 1969. There, Feigenbaum gave a paper in which he addressed wider issues such as organization, planning and management responsibility. The term “Total Quality Management” was coined, used to describe the Japanese model in which all employees, from top to bottom, must study and participate in Quality Management.

      In response to the Japanese successes, Quality Management gained traction in the West in the early 1980s. The Total Quality Management model was used in nearly all cases. Extensive research evidence demonstrates the enormous benefits gained.

      A much wider concept today, Quality Management encompasses overall organizational performance and the important role of operational process.

      Quality Management has now developed into a number of holistic paradigms, helping organizations achieve excellent customer and business performance results.

      Two of these models are Lean and Six Sigma.

  • The Lean qualification structure

    • The purpose of Lean is to improve the overall business processes or an organization in terms of human error, effort, time and ultimately, finance.

      The idea is to help organizations optimize costs by creating products and services with fewer defects in comparison to a traditional business approach. Therefore, 'lean-thinking' organizations are able to provide more value to their customers without compromising on quality.

      Good e-Learning offer two Lean qualifications:

       
      Lean Foundation & Management Overview

      This course has been developed to provide students with a solid understanding of the key concepts of Lean and of the pursuit of a 'lean-thinking' organization.

      Students who take this course are typically in a position where they are responsible for business improvement projects and are looking for a way to streamline and reduce waste elements from the business process.

       
      Lean Master Belt Practitioner

      This course has been developed to equip students with the knowledge, tools and techniques to independently plan and deploy Lean transformation strategies within organizations as well as running successful waste reduction projects.

      Students who take this course typically want to understand the key concepts of Lean and the benefits that a pursuit of lean can bring to an organization, in order to go on to manage or support Lean Transformation projects.

  • The Six Sigma qualification structure

    • Certification as a Six Sigma Green Belt requires a prerequisite level of experience, and that you pass the examination.

      Required experience

      You should spend some of your time on process improvement teams, analysing and solving quality problems. Ideally you should be involved with Six Sigma, lean or other quality improvement projects.

      Certification requires three years of full time, paid work experience in one or more areas of the Six Sigma Green Belt Body of Knowledge.

      Here are the minimum expectations for a Certified Six Sigma Green Belt:

      • Operates in support of or under the supervision of a Six Sigma Black Belt
      • Analyzes and solves quality problems
      • Involved in quality improvement projects
      • Participated in a project, but has not led a project
      • Has at least three years of work experience
      • Has ability to demonstrate their knowledge of Six Sigma tools and processes
       
      The examination

      The Six Sigma Green Belt Certification exam consists of 100 multiple choice questions that measure comprehension of the Six Sigma Green Belt Body of Knowledge. It lasts 4 hours, and is only offered in the English language.

      This exam is open-book.

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