Prepare the evidence required for external certification of customer-perspective process improvement.
Building Models to Improve the Process Experience from the Customer's Perspective
A working programme in customer-perspective process improvement for managers who have to deliver with existing resources.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Improvement in customer-perspective process improvement that is not measured tends to be reversed quietly. A quality system for the practice within quality and productivity management that exists only for the auditor produces paperwork, not quality. Applied research in quality and productivity management consistently shows that early structure around this area of quality and productivity management reduces downstream rework. The level assumes working familiarity with the operating process but no prior formal training in customer-perspective process improvement. The programme takes participants through this part of quality and productivity management end to end, from framing the problem to closing it out. What blocks progress on the wider quality and productivity management agenda is usually unclear ownership rather than unclear intent. Participants develop a defensible line of reasoning for the choices they make about customer-perspective process improvement. Discussion is anchored to worked examples of the practice within quality and productivity management rather than to abstract argument. It ends with a prioritised list of changes to this area of quality and productivity management that the participant is prepared to defend internally.
Expected Learning Outcomes
Identify the sources of variation in customer-perspective process improvement and rank them by effect.
Draw practical lessons from failures in customer-perspective process improvement without assigning blame that suppresses reporting.
Test the organisation's response to customer-perspective process improvement under conditions that are less than ideal.
Build a continuous improvement routine around customer-perspective process improvement that survives busy periods.
Define what quality means for customer-perspective process improvement in measurable, agreed terms.
Design a practical operating method for customer-perspective process improvement that fits the organisation's size and maturity.
Who Should Attend
Managers with direct responsibility for customer-perspective process improvement within the operating process.
Production and operations supervisors delivering customer-perspective process improvement.
Public sector officials applying customer-perspective process improvement within a regulated framework.
Health, safety and environmental staff whose systems integrate with customer-perspective process improvement.
Supplier quality engineers assessing inputs to customer-perspective process improvement.
Finance staff quantifying the cost of quality in customer-perspective process improvement.
Course Modules
Customer-perspective process improvement: variation, capability and control
2 sessions · 8 pointsSession 1Who answers for customer-perspective process improvement, and to whom
- Build a control plan for customer-perspective process improvement identifying what is checked, when and by whom.
- Establish the boundary of customer-perspective process improvement and record what sits outside it.
- Verify that improvements to customer-perspective process improvement held six months later.
- Build the internal briefing that explains customer-perspective process improvement to those affected.
Session 2Mapping customer-perspective process improvement as it is done, not as it is written
- Set the review cadence that sustains gains in customer-perspective process improvement.
- Benchmark customer-perspective process improvement against a comparable operation and record the gap.
- Define quality for customer-perspective process improvement in terms the customer would recognise.
- Assemble certification evidence for customer-perspective process improvement as work proceeds, not before the audit.
Customer-perspective process improvement: cost of poor quality
2 sessions · 8 pointsSession 1Finding the variation that matters in customer-perspective process improvement
- Reduce the variation in how customer-perspective process improvement is carried out between teams.
- Agree the smallest change to customer-perspective process improvement that would be visibly useful.
- Map the process behind customer-perspective process improvement by walking it, not by describing it.
- Link the improvement in customer-perspective process improvement to a financial figure leadership recognises.
Session 2Reviewing customer-perspective process improvement when nothing has gone wrong
- Benchmark the organisation's customer-perspective process improvement against comparable operations.
- Confirm that those complying with customer-perspective process improvement understand why it exists.
- Draft the minimum viable control plan for customer-perspective process improvement.
- Set escalation thresholds for customer-perspective process improvement that work out of hours.
Customer-perspective process improvement: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Keeping customer-perspective process improvement alive after the initial push
- Plan the sequence in which improvements to customer-perspective process improvement will be introduced.
- Design the internal audit schedule covering customer-perspective process improvement.
- Compare the cost of customer-perspective process improvement with the cost of its absence.
- Measure current variation in customer-perspective process improvement before attempting improvement.
Session 2Agreeing what good actually means for customer-perspective process improvement
- Collect evidence on the present handling of customer-perspective process improvement before proposing changes.
- Write standard work for customer-perspective process improvement with the people who perform it.
- Identify the few causes responsible for most defects in customer-perspective process improvement.
- Agree what will be standardised in customer-perspective process improvement and what will not.
Customer-perspective process improvement: defining quality in measurable terms
2 sessions · 8 pointsSession 1Standard work for customer-perspective process improvement without deskilling it
- Apply structured root cause analysis to the top defect in customer-perspective process improvement.
- Train the team handling customer-perspective process improvement in the problem-solving method being used.
- Assign responsibility for keeping documentation of customer-perspective process improvement current.
- Define supplier quality requirements affecting inputs to customer-perspective process improvement.
Session 2Removing steps from customer-perspective process improvement that add no value
- Record the rationale for each significant choice made about customer-perspective process improvement.
- Confirm that contractual obligations around customer-perspective process improvement are understood.
- Record what was tried on customer-perspective process improvement and did not work, and why.
- Identify single points of dependency in customer-perspective process improvement and reduce 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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