Identify the sources of variation in integrated quality management systems and rank them by effect.
Building Integrated Quality Management Systems at Organisational Level
A structured, applied course in integrated quality management systems — designed to be used the week you return.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The cost of poor quality in integrated quality management systems is rarely visible in any single budget line. Variation in management systems is the enemy; averages conceal it. Improvement in the wider quality and productivity management agenda stalls when it depends on one capable individual rather than a defined method. The course leaves participants able to diagnose weaknesses in integrated quality management systems before they become incidents. Cases are chosen to expose the trade-offs in this strand of quality and productivity management rather than to illustrate ideal conditions. The programme suits teams tackling management systems together as readily as individuals attending alone. Mature organisations treat integrated quality management systems as a standing capability rather than a project that finishes. Participants leave with a method for management systems, not a set of opinions about it. Work concludes with a self-assessment of this aspect of quality and productivity management that participants can repeat annually.
Expected Learning Outcomes
Reduce avoidable variation in how management systems is carried out across teams.
Measure productivity in integrated quality management systems without incentivising the wrong behaviour.
Set the minimum documentation for management systems that is genuinely necessary, and stop there.
Link improvement in integrated quality management systems to a financial outcome leadership recognises.
Translate policy on management systems into procedures that hold up under day-to-day pressure.
Map the process behind integrated quality management systems as it is actually performed.
Who Should Attend
Team leaders and supervisors who put integrated quality management systems into practice day to day.
Certification and accreditation coordinators preparing evidence on management systems.
Health, safety and environmental staff whose systems integrate with integrated quality management systems.
Quality managers and coordinators responsible for management systems.
Managers of multi-site operations seeking consistency in integrated quality management systems.
Production and operations supervisors delivering management systems.
Course Modules
Integrated quality management systems: mapping the process as actually performed
2 sessions · 8 pointsSession 1Costing poor quality in integrated quality management systems
- Agree what will be standardised in integrated quality management systems and what will not.
- Set the review cadence that sustains gains in management systems.
- Set sampling for integrated quality management systems on statistical grounds, not on habit.
- Remove steps in management systems that add effort without adding assurance.
Session 2Sustaining the gain on management systems after the project ends
- Assemble certification evidence for integrated quality management systems as work proceeds, not before the audit.
- Benchmark the organisation's management systems against comparable operations.
- Assign responsibility for keeping documentation of integrated quality management systems current.
- Check that records of management systems answer the questions likely to be asked.
Management systems: variation, capability and control
2 sessions · 8 pointsSession 1Sampling management systems on evidence rather than convention
- Measure current variation in integrated quality management systems before attempting improvement.
- Define supplier quality requirements affecting inputs to management systems.
- Apply structured root cause analysis to the top defect in integrated quality management systems.
- Benchmark management systems against a comparable operation and record the gap.
Session 2What to measure in management systems and what to ignore
- Establish who is informed, consulted and accountable in integrated quality management systems.
- Record what was tried on management systems and did not work, and why.
- Plan the sequence in which improvements to integrated quality management systems will be introduced.
- Define acceptance criteria for management systems in advance.
Management systems: standard work and sustaining gains
2 sessions · 8 pointsSession 1The paperwork for management systems that is actually needed
- Identify non-value-adding steps in integrated quality management systems and remove them.
- Rehearse the briefing on management systems that would follow an incident.
- Reduce the variation in how integrated quality management systems is carried out between teams.
- Agree the smallest change to management systems that would be visibly useful.
Session 2Control plans for integrated quality management systems that catch problems early
- Define the trigger that would require integrated quality management systems to be redesigned.
- Design the internal audit schedule covering management systems.
- Train the team handling integrated quality management systems in the problem-solving method being used.
- Map the process behind management systems by walking it, not by describing it.
Management systems: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Moving management systems from approval to execution
- Define quality for integrated quality management systems in terms the customer would recognise.
- Calculate the cost of poor quality attributable to management systems.
- Establish what evidence demonstrates integrated quality management systems is under control.
- Build a control plan for management systems identifying what is checked, when and by whom.
Session 2Mapping management systems as it is done, not as it is written
- Set escalation thresholds for integrated quality management systems that work out of hours.
- Identify where judgement in management systems is legitimate and where it is not.
- Identify the few causes responsible for most defects in integrated quality management systems.
- Distinguish symptoms from causes when management systems underperforms.
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.