Build a continuous improvement routine around bottleneck analysis and removal that survives busy periods.
Building Programmes to Analyse and Remove Operational Bottlenecks
Move bottleneck analysis and removal 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
A quality system for bottleneck analysis and removal that exists only for the auditor produces paperwork, not quality. Most defects in analysis and removal are designed in long before they are detected. Participants develop a defensible line of reasoning for the choices they make about this area of quality and productivity management. Each session closes with a decision the participant must justify about bottleneck analysis and removal in their own setting. This programme builds the quality and productivity management discipline from first principles, without padding and without omitting what matters. Benchmarking exercises repeatedly place analysis and removal among the areas with the widest performance spread. It is designed for mixed groups, so that bottleneck analysis and removal is examined from more than one functional angle. Improvement in analysis and removal stalls when it depends on one capable individual rather than a defined method. The final session converts the week's work on this aspect of quality and productivity management into commitments with owners and dates.
Expected Learning Outcomes
Establish supplier quality requirements affecting analysis and removal.
Calculate the cost of poor quality attributable to bottleneck analysis and removal.
Apply a repeatable review cycle to analysis and removal and act on what it produces.
Diagnose whether a problem in bottleneck analysis and removal is one of design, resourcing or discipline.
Apply structured problem solving to recurring defects in analysis and removal.
Compare the organisation's handling of bottleneck analysis and removal with recognised practice, and close the material gaps.
Who Should Attend
Internal auditors reviewing how bottleneck analysis and removal is designed and operated.
Certification and accreditation coordinators preparing evidence on analysis and removal.
Health, safety and environmental staff whose systems integrate with bottleneck analysis and removal.
Quality managers and coordinators responsible for analysis and removal.
Business partners who must understand bottleneck analysis and removal well enough to challenge it.
Continuous improvement specialists working on analysis and removal.
Course Modules
Bottleneck analysis and removal: structured problem solving and root cause
2 sessions · 8 pointsSession 1Agreeing what good actually means for bottleneck analysis and removal
- Set escalation thresholds for bottleneck analysis and removal that work out of hours.
- Write standard work for analysis and removal with the people who perform it.
- Train the team handling bottleneck analysis and removal in the problem-solving method being used.
- Define supplier quality requirements affecting inputs to analysis and removal.
Session 2Standard work for analysis and removal without deskilling it
- Establish the boundary of bottleneck analysis and removal and record what sits outside it.
- Review whether analysis and removal is aligned with the objectives of the operating process.
- Build the competence framework that supports bottleneck analysis and removal.
- Map the handovers in analysis and removal between functions and secure them.
Analysis and removal: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Building lasting competence in analysis and removal
- Build a control plan for bottleneck analysis and removal identifying what is checked, when and by whom.
- Plan the sequence in which improvements to analysis and removal will be introduced.
- Draft the minimum viable control plan for bottleneck analysis and removal.
- Establish what evidence demonstrates analysis and removal is under control.
Session 2Making analysis and removal work when resources are constrained
- Check that bottleneck analysis and removal still works when volumes rise unexpectedly.
- Verify that improvements to analysis and removal held six months later.
- Agree the indicators that will show whether bottleneck analysis and removal is improving.
- Close out actions on analysis and removal rather than leaving them open indefinitely.
Analysis and removal: mapping the process as actually performed
2 sessions · 8 pointsSession 1Solving the defect in analysis and removal that keeps returning
- Map the process behind bottleneck analysis and removal by walking it, not by describing it.
- Record what was tried on analysis and removal and did not work, and why.
- Calculate the cost of poor quality attributable to bottleneck analysis and removal.
- Measure current variation in analysis and removal before attempting improvement.
Session 2The paperwork for bottleneck analysis and removal that is actually needed
- Identify where judgement in bottleneck analysis and removal is legitimate and where it is not.
- Rehearse the briefing on analysis and removal that would follow an incident.
- Benchmark bottleneck analysis and removal against a comparable operation and record the gap.
- Design the internal audit schedule covering analysis and removal.
Analysis and removal: standard work and sustaining gains
2 sessions · 8 pointsSession 1Costing poor quality in analysis and removal
- Define the trigger that would require bottleneck analysis and removal to be redesigned.
- Apply structured root cause analysis to the top defect in analysis and removal.
- Set the review cadence that sustains gains in bottleneck analysis and removal.
- Anticipate the objections analysis and removal will raise and prepare the answers.
Session 2Sampling analysis and removal on evidence rather than convention
- Set sampling for bottleneck analysis and removal on statistical grounds, not on habit.
- Choose productivity measures for analysis and removal that do not reward shortcuts.
- Agree the smallest change to bottleneck analysis and removal that would be visibly useful.
- Identify the few causes responsible for most defects in analysis and removal.
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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