Why do processes that worked well five years ago now slow a company down? Because work systems age quietly. Technology moves faster than most organisations update their internal processes, and departments keep running on methods that were never designed for the current pace of business.

This training course from the Arab British Fellowship Training Academy addresses that gap directly. Participants learn how to diagnose outdated processes, apply reengineering and continuous improvement, and use total quality management principles to keep administrative systems aligned with how the organisation actually works today.

Who Should Attend?

• Directors and owners of government and private companies.
• Managers of business development and modernisation offices.
• Employees in administrative and executive departments.
• Staff in audit and internal audit departments.
• Employees in general supervision departments.

Objectives

• Diagnose outdated processes before they slow the organisation down.
• Apply business process reengineering and continuous improvement mechanisms.
• Set and sustain quality standards for administrative work.
• Apply total quality management principles in daily operations.
• Use strategic analysis as part of a repeatable process-review cycle.
• Recognise how new global challenges are reshaping business organisations.

Module 1: Why Process Improvement Cannot Wait

• How rapid technological change is outpacing old work systems.
• The risk of holding on to outdated administrative processes.
• Why review and audit functions are now strategic, not clerical.

Module 2: Diagnosing What Is Broken

• A practical cycle for reviewing existing processes.
• Spotting inefficiencies before they compound.
• Turning findings into concrete, actionable proposals.

Module 3: Reengineering and Continuous Improvement

• Business process reengineering from the ground up.
• Continuous improvement as an ongoing discipline.
• Common obstacles to improvement, and how to overcome them.

Module 4: Quality Standards in Administrative Work

• Defining what quality actually means in day-to-day administration.
• Sustaining quality once it has been achieved.
• Linking quality standards to customer and employee satisfaction.

Module 5: Total Quality Management in Practice

• What total quality management really requires from an organisation.
• Common barriers that cause TQM efforts to fail.
• Practical lessons from organisations that got it right.

Module 6: Strategic Analysis for Process Review

• Reading the wider strategic picture before changing a process.
• Building a repeatable process-review cycle.
• Case studies in strategic process analysis.

Module 7: Organisations Under Pressure, New Challenges and Responses

• New challenges facing contemporary business organisations.
• Realities of administrative practice in the region.
• Leadership as a tool for achieving administrative distinction.