Anticipate the objections that monthly performance reporting will attract internally and answer them in advance.
Building Monthly Performance Reports for the Board and Senior Leadership
Move monthly performance reporting from general awareness to a repeatable, reviewable practice.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most defects in monthly performance reporting are designed in long before they are detected. Inspection catches problems in this area of quality and productivity management; it does not prevent them. Improvement in the quality and productivity management capability stalls when it depends on one capable individual rather than a defined method. Participants come from operational and oversight roles, and both perspectives on monthly performance reporting are used deliberately. They leave able to brief senior management on the practice within quality and productivity management in terms that support a decision. Content is organised around the decisions practitioners actually face in this part of quality and productivity management, not around theory headings. The programme uses small-group work so that each participant's treatment of monthly performance reporting is examined, not just described. Across sectors, teams that rehearse the quality and productivity management discipline outperform teams that only plan it. The programme closes with an action plan for this strand of quality and productivity management that each participant writes for their own organisation.
Expected Learning Outcomes
Benchmark monthly performance reporting against comparable operations honestly.
Compare the organisation's handling of monthly performance reporting with recognised practice, and close the material gaps.
Sustain gains achieved in monthly performance reporting through control and review.
Diagnose whether a problem in monthly performance reporting is one of design, resourcing or discipline.
Calculate the cost of poor quality attributable to monthly performance reporting.
Prepare the evidence required for external certification of monthly performance reporting.
Who Should Attend
Department managers accountable for productivity of monthly performance reporting.
Continuous improvement specialists working on monthly performance reporting.
Compliance and governance staff whose remit includes monthly performance reporting.
Inspection and testing staff verifying monthly performance reporting.
Consultants and advisers supporting clients on monthly performance reporting.
Certification and accreditation coordinators preparing evidence on monthly performance reporting.
Course Modules
Monthly performance reporting: structured problem solving and root cause
2 sessions · 8 pointsSession 1Sampling monthly performance reporting on evidence rather than convention
- Benchmark monthly performance reporting against a comparable operation and record the gap.
- Agree the indicators that will show whether monthly performance reporting is improving.
- Plan the sequence in which improvements to monthly performance reporting will be introduced.
- Identify the few causes responsible for most defects in monthly performance reporting.
Session 2Keeping monthly performance reporting alive after the initial push
- Check that records of monthly performance reporting answer the questions likely to be asked.
- Calculate the cost of poor quality attributable to monthly performance reporting.
- Map the process behind monthly performance reporting by walking it, not by describing it.
- Verify that improvements to monthly performance reporting held six months later.
Monthly performance reporting: waste, flow and productivity
2 sessions · 8 pointsSession 1Benchmarking monthly performance reporting without flattering yourself
- Define quality for monthly performance reporting in terms the customer would recognise.
- Build a control plan for monthly performance reporting identifying what is checked, when and by whom.
- Remove steps in monthly performance reporting that add effort without adding assurance.
- Arrange the handover of monthly performance reporting so capability survives staff changes.
Session 2Closing out monthly performance reporting and capturing what was learned
- Write standard work for monthly performance reporting with the people who perform it.
- Benchmark the organisation's monthly performance reporting against comparable operations.
- Agree what will be standardised in monthly performance reporting and what will not.
- Identify single points of dependency in monthly performance reporting and reduce them.
Monthly performance reporting: mapping the process as actually performed
2 sessions · 8 pointsSession 1Comparing monthly performance reporting with recognised practice
- Set sampling for monthly performance reporting on statistical grounds, not on habit.
- Assemble certification evidence for monthly performance reporting as work proceeds, not before the audit.
- Record what was tried on monthly performance reporting and did not work, and why.
- Rehearse the briefing on monthly performance reporting that would follow an incident.
Session 2Removing steps from monthly performance reporting that add no value
- Measure current variation in monthly performance reporting before attempting improvement.
- Choose productivity measures for monthly performance reporting that do not reward shortcuts.
- Write down the assumptions underpinning the approach to monthly performance reporting.
- Establish the boundary of monthly performance reporting and record what sits outside it.
Monthly performance reporting: cost of poor quality
2 sessions · 8 pointsSession 1Standard work for monthly performance reporting without deskilling it
- Name a single owner for each element of monthly performance reporting.
- Define supplier quality requirements affecting inputs to monthly performance reporting.
- Design the internal audit schedule covering monthly performance reporting.
- Close out actions on monthly performance reporting rather than leaving them open indefinitely.
Session 2Finding the variation that matters in monthly performance reporting
- Agree the smallest change to monthly performance reporting that would be visibly useful.
- Set the review cadence that sustains gains in monthly performance reporting.
- Anticipate the objections monthly performance reporting will raise and prepare the answers.
- Build the internal briefing that explains monthly performance reporting to those affected.
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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