Build capability in root cause analysis across the team handling daily continuous improvement.
Building a Culture of Daily Continuous Improvement at Team Level
A concise, decision-focused programme covering daily continuous improvement end to end.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Improvement in daily continuous improvement that is not measured tends to be reversed quietly. A quality system for this part of quality and productivity management that exists only for the auditor produces paperwork, not quality. Field experience suggests that the barrier to better the wider quality and productivity management agenda is rarely technical. The version of daily continuous improvement described in the manual and the version practised on the floor tend to diverge over time. The programme converts this part of quality and productivity management from an area of general awareness into a set of repeatable practices. It is written for people who have to make the wider quality and productivity management agenda work with the resources they already have. The method assumes participants will be challenged on their handling of daily continuous improvement and prepares them for it. Participants develop a defensible line of reasoning for the choices they make about this area of quality and productivity management. It closes by agreeing the smallest change to the wider quality and productivity management agenda that would make a visible difference.
Expected Learning Outcomes
Assign clear ownership for each element of daily continuous improvement across the functions involved.
Set acceptance criteria and sampling for daily continuous improvement on statistical grounds.
Reduce waste and non-value-adding steps in daily continuous improvement.
Standardise work in daily continuous improvement without removing necessary judgement.
Communicate the purpose of daily continuous improvement to those who have to comply with it.
Build a concise control plan for daily continuous improvement that colleagues can follow without further explanation.
Who Should Attend
Health, safety and environmental staff whose systems integrate with daily continuous improvement.
Quality managers and coordinators responsible for daily continuous improvement.
Internal auditors examining daily continuous improvement.
Department managers accountable for productivity of daily continuous improvement.
Consultants and advisers supporting clients on daily continuous improvement.
Members of committees that take decisions affecting daily continuous improvement.
Course Modules
Daily continuous improvement: internal audit and certification evidence
2 sessions · 8 pointsSession 1Standard work for daily continuous improvement without deskilling it
- Set the review interval for daily continuous improvement and who attends.
- Define the trigger that would require daily continuous improvement to be redesigned.
- Build the competence framework that supports daily continuous improvement.
- Build a control plan for daily continuous improvement identifying what is checked, when and by whom.
Session 2Getting other functions to support daily continuous improvement
- Record the rationale for each significant choice made about daily continuous improvement.
- Define quality for daily continuous improvement in terms the customer would recognise.
- Set the review cadence that sustains gains in daily continuous improvement.
- Distinguish symptoms from causes when daily continuous improvement underperforms.
Daily continuous improvement: cost of poor quality
2 sessions · 8 pointsSession 1Costing poor quality in daily continuous improvement
- Benchmark the organisation's daily continuous improvement against comparable operations.
- Assign responsibility for keeping documentation of daily continuous improvement current.
- Define supplier quality requirements affecting inputs to daily continuous improvement.
- Assemble certification evidence for daily continuous improvement as work proceeds, not before the audit.
Session 2Sustaining the gain on daily continuous improvement after the project ends
- Verify that improvements to daily continuous improvement held six months later.
- Identify the few causes responsible for most defects in daily continuous improvement.
- Measure current variation in daily continuous improvement before attempting improvement.
- Write down the assumptions underpinning the approach to daily continuous improvement.
Daily continuous improvement: benchmarking and continual improvement
2 sessions · 8 pointsSession 1Auditing daily continuous improvement to improve it, not to pass
- Design the internal audit schedule covering daily continuous improvement.
- Apply structured root cause analysis to the top defect in daily continuous improvement.
- Set out the decisions in daily continuous improvement that require sign-off and by whom.
- Map the handovers in daily continuous improvement between functions and secure them.
Session 2What to measure in daily continuous improvement and what to ignore
- Confirm that contractual obligations around daily continuous improvement are understood.
- Write standard work for daily continuous improvement with the people who perform it.
- Rehearse the briefing on daily continuous improvement that would follow an incident.
- Estimate the resource daily continuous improvement requires to run as designed.
Daily continuous improvement: standard work and sustaining gains
2 sessions · 8 pointsSession 1Building lasting competence in daily continuous improvement
- Set sampling for daily continuous improvement on statistical grounds, not on habit.
- Calculate the cost of poor quality attributable to daily continuous improvement.
- Benchmark daily continuous improvement against a comparable operation and record the gap.
- Check that records of daily continuous improvement answer the questions likely to be asked.
Session 2Benchmarking daily continuous improvement without flattering yourself
- Rank the weaknesses in daily continuous improvement by consequence rather than by ease of fixing.
- Identify where judgement in daily continuous improvement is legitimate and where it is not.
- Map the process behind daily continuous improvement by walking it, not by describing it.
- Identify non-value-adding steps in daily continuous improvement and remove them.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
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