Quality and Productivity

Building and Leading Multi-Disciplinary Quality Improvement Teams

A practical programme in quality improvement teams for professionals who are accountable for results, not just awareness.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Building and Leading Multi-Disciplinary Quality Improvement Teams
5days

About the programme

Course Overview

Improvement in quality improvement teams that is not measured tends to be reversed quietly. Most defects in the quality and productivity management discipline are designed in long before they are detected. It is written for people who have to make this part of quality and productivity management work with the resources they already have. A common pattern is strong design of quality improvement teams paired with weak follow-through. The most reliable predictor of sound this area of quality and productivity management is whether anyone reviews it when nothing has gone wrong. They acquire practical criteria for judging when the quality and productivity management discipline is working and when it is only appearing to. Work is grounded in real cases drawn from quality improvement teams, which each participant adapts to conditions in their own organisation. The course gives participants a defensible structure for the quality and productivity management capability and the judgement to adapt it. Participants leave with a first-ninety-days plan for this area of quality and productivity management rather than a set of notes.

Expected Learning Outcomes

  • Design a training and briefing approach that sustains competence in quality improvement teams.

  • Build a continuous improvement routine around quality improvement teams that survives busy periods.

  • Set acceptance criteria and sampling for quality improvement teams on statistical grounds.

  • Standardise work in quality improvement teams without removing necessary judgement.

  • Benchmark quality improvement teams against comparable operations honestly.

  • Assess the current state of quality improvement teams against a structured set of criteria rather than impressions.

  • Document decisions about quality improvement teams in a form that remains useful after the people change.

Who Should Attend

  • Process and industrial engineers redesigning quality improvement teams.

  • Internal auditors examining quality improvement teams.

  • Newly appointed managers taking on quality improvement teams for the first time.

  • Quality managers and coordinators responsible for quality improvement teams.

  • Health, safety and environmental staff whose systems integrate with quality improvement teams.

  • Operations staff who encounter the consequences of quality improvement teams directly.

Course Modules

Open any module to see its sessions and topics.

01

Quality improvement teams: benchmarking and continual improvement

2 sessions · 8 points

Session 1Building the method for quality improvement teams step by step

  • Measure current variation in quality improvement teams before attempting improvement.
  • Define supplier quality requirements affecting inputs to quality improvement teams.
  • Assign responsibility for keeping documentation of quality improvement teams current.
  • Apply structured root cause analysis to the top defect in quality improvement teams.

Session 2Benchmarking quality improvement teams without flattering yourself

  • Choose productivity measures for quality improvement teams that do not reward shortcuts.
  • Build a control plan for quality improvement teams identifying what is checked, when and by whom.
  • Link the improvement in quality improvement teams to a financial figure leadership recognises.
  • Record what was tried on quality improvement teams and did not work, and why.
02

Quality improvement teams: defining quality in measurable terms

2 sessions · 8 points

Session 1Control plans for quality improvement teams that catch problems early

  • Set escalation thresholds for quality improvement teams that work out of hours.
  • Rehearse the briefing on quality improvement teams that would follow an incident.
  • Identify non-value-adding steps in quality improvement teams and remove them.
  • Rank the weaknesses in quality improvement teams by consequence rather than by ease of fixing.

Session 2Mapping quality improvement teams as it is done, not as it is written

  • Benchmark quality improvement teams against a comparable operation and record the gap.
  • Anticipate the objections quality improvement teams will raise and prepare the answers.
  • Map the process behind quality improvement teams by walking it, not by describing it.
  • Establish the boundary of quality improvement teams and record what sits outside it.
03

Quality improvement teams: structured problem solving and root cause

2 sessions · 8 points

Session 1The cost of quality improvement teams and how to present it

  • Define quality for quality improvement teams in terms the customer would recognise.
  • Estimate the resource quality improvement teams requires to run as designed.
  • Assemble certification evidence for quality improvement teams as work proceeds, not before the audit.
  • Define acceptance criteria for quality improvement teams in advance.

Session 2Removing steps from quality improvement teams that add no value

  • Design the internal audit schedule covering quality improvement teams.
  • Plan the sequence in which improvements to quality improvement teams will be introduced.
  • Set sampling for quality improvement teams on statistical grounds, not on habit.
  • Remove steps in quality improvement teams that add effort without adding assurance.
04

Quality improvement teams: cost of poor quality

2 sessions · 8 points

Session 1Sampling quality improvement teams on evidence rather than convention

  • Build the internal briefing that explains quality improvement teams to those affected.
  • Train the team handling quality improvement teams in the problem-solving method being used.
  • Benchmark the organisation's quality improvement teams against comparable operations.
  • Review whether quality improvement teams is aligned with the objectives of the operating process.

Session 2Where quality improvement teams typically breaks, and why

  • Prepare the response for the most likely failure in quality improvement teams.
  • Write standard work for quality improvement teams with the people who perform it.
  • Record what was learned when quality improvement teams did not go as planned.
  • Identify where judgement in quality improvement teams is legitimate and where it is not.

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

We will contact you within one business day to confirm.

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