Quality and Productivity

Building Periodic Productivity Reporting Systems for Executive Management

Develop the judgement and the documentation needed to run productivity reporting properly.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Building Periodic Productivity Reporting Systems for Executive Management
5days

About the programme

Course Overview

The cost of poor quality in productivity reporting is rarely visible in any single budget line. Variation in this strand of quality and productivity management is the enemy; averages conceal it. Content is organised around the decisions practitioners actually face in the quality and productivity management capability, not around theory headings. Comparative studies of productivity reporting across sectors find the same handful of failure points recurring. The course leaves participants able to diagnose weaknesses in this part of quality and productivity management before they become incidents. Cases are chosen to expose the trade-offs in the quality and productivity management discipline rather than to illustrate ideal conditions. The material serves both public bodies and commercial organisations dealing with productivity reporting. Improvement in the wider quality and productivity management agenda stalls when it depends on one capable individual rather than a defined method. The closing exercise tests whether the participant's plan for this area of quality and productivity management survives a hostile question.

Expected Learning Outcomes

  • Reduce waste and non-value-adding steps in productivity reporting.

  • Apply structured problem solving to recurring defects in productivity reporting.

  • Test the organisation's response to productivity reporting under conditions that are less than ideal.

  • Verify that improvements to productivity reporting have held six months after they were introduced.

  • Document decisions about productivity reporting in a form that remains useful after the people change.

  • Set acceptance criteria and sampling for productivity reporting on statistical grounds.

  • Build a continuous improvement routine around productivity reporting that survives busy periods.

Who Should Attend

  • Training officers building problem-solving capability in productivity reporting.

  • Production and operations supervisors delivering productivity reporting.

  • Coordinators responsible for keeping records and documentation of productivity reporting current.

  • Experienced practitioners formalising an approach to productivity reporting that has grown up informally.

  • Internal auditors examining productivity reporting.

  • Process and industrial engineers redesigning productivity reporting.

Course Modules

Open any module to see its sessions and topics.

01

Productivity reporting: standard work and sustaining gains

2 sessions · 8 points

Session 1Mapping productivity reporting as it is done, not as it is written

  • Verify that improvements to productivity reporting held six months later.
  • Check that records of productivity reporting answer the questions likely to be asked.
  • Measure current variation in productivity reporting before attempting improvement.
  • Write down the assumptions underpinning the approach to productivity reporting.

Session 2Escalation and decision rights in productivity reporting

  • Map the process behind productivity reporting by walking it, not by describing it.
  • Confirm that contractual obligations around productivity reporting are understood.
  • Record what was tried on productivity reporting and did not work, and why.
  • Estimate the resource productivity reporting requires to run as designed.
02

Productivity reporting: defining quality in measurable terms

2 sessions · 8 points

Session 1Testing productivity reporting before relying on it

  • Draft the minimum viable control plan for productivity reporting.
  • Define supplier quality requirements affecting inputs to productivity reporting.
  • Identify the few causes responsible for most defects in productivity reporting.
  • Link the improvement in productivity reporting to a financial figure leadership recognises.

Session 2Auditing productivity reporting to improve it, not to pass

  • Record what was learned when productivity reporting did not go as planned.
  • Benchmark productivity reporting against a comparable operation and record the gap.
  • Review whether productivity reporting is aligned with the objectives of the operating process.
  • Define quality for productivity reporting in terms the customer would recognise.
03

Productivity reporting: cost of poor quality

2 sessions · 8 points

Session 1Benchmarking productivity reporting without flattering yourself

  • Decide what will be stopped to create capacity for productivity reporting.
  • Set out how exceptions to productivity reporting are requested and approved.
  • Write standard work for productivity reporting with the people who perform it.
  • Design the internal audit schedule covering productivity reporting.

Session 2Standard work for productivity reporting without deskilling it

  • Establish the boundary of productivity reporting and record what sits outside it.
  • Apply structured root cause analysis to the top defect in productivity reporting.
  • Reduce the variation in how productivity reporting is carried out between teams.
  • Agree what will be standardised in productivity reporting and what will not.
04

Productivity reporting: waste, flow and productivity

2 sessions · 8 points

Session 1Costing poor quality in productivity reporting

  • Assemble certification evidence for productivity reporting as work proceeds, not before the audit.
  • Choose productivity measures for productivity reporting that do not reward shortcuts.
  • Train the team handling productivity reporting in the problem-solving method being used.
  • Prepare the summary of productivity reporting that senior management will read.

Session 2Closing out productivity reporting and capturing what was learned

  • Remove steps in productivity reporting that add effort without adding assurance.
  • Set sampling for productivity reporting on statistical grounds, not on habit.
  • Identify where judgement in productivity reporting is legitimate and where it is not.
  • Define the trigger that would require productivity reporting to be redesigned.

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.

Share this course

🔗 Short link
View packages and prices

✆