Define the scope and boundaries of collective problem solving so that responsibility for it is unambiguous.
Building Programmes to Encourage Collective Participation in Problem Solving
Develop the judgement and the documentation needed to run collective problem solving properly.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The cost of poor quality in collective problem solving is rarely visible in any single budget line. Variation in this area of quality and productivity management is the enemy; averages conceal it. Participants apply the practice within quality and productivity management to their own operating process throughout, so the output is directly usable. Comparative studies of collective problem solving across sectors find the same handful of failure points recurring. This programme builds this strand of quality and productivity management from first principles, without padding and without omitting what matters. Ambition around this aspect of quality and productivity management outruns capacity unless the sequencing is deliberate. The programme builds the judgement to know which parts of collective problem solving to standardise and which to leave flexible. The level assumes working familiarity with the operating process but no prior formal training in the practice within quality and productivity management. The programme ends where implementation begins, with this area of quality and productivity management broken into steps someone can start on Monday.
Expected Learning Outcomes
Align collective problem solving with the wider objectives of the operating process rather than optimising it in isolation.
Establish what evidence would demonstrate that collective problem solving is under control.
Standardise work in collective problem solving without removing necessary judgement.
Prepare the evidence required for external certification of collective problem solving.
Build capability in root cause analysis across the team handling collective problem solving.
Design the internal audit programme covering collective problem solving.
Who Should Attend
Inspection and testing staff verifying collective problem solving.
Health, safety and environmental staff whose systems integrate with collective problem solving.
Quality managers and coordinators responsible for collective problem solving.
Project and programme managers whose delivery depends on collective problem solving.
Coordinators responsible for keeping records and documentation of collective problem solving current.
Certification and accreditation coordinators preparing evidence on collective problem solving.
Course Modules
Collective problem solving: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Costing poor quality in collective problem solving
- Set sampling for collective problem solving on statistical grounds, not on habit.
- Draft the minimum viable control plan for collective problem solving.
- Assemble certification evidence for collective problem solving as work proceeds, not before the audit.
- Anticipate the objections collective problem solving will raise and prepare the answers.
Session 2The paperwork for collective problem solving that is actually needed
- Map the process behind collective problem solving by walking it, not by describing it.
- Rank the weaknesses in collective problem solving by consequence rather than by ease of fixing.
- Benchmark collective problem solving against a comparable operation and record the gap.
- Link the improvement in collective problem solving to a financial figure leadership recognises.
Collective problem solving: waste, flow and productivity
2 sessions · 8 pointsSession 1Sustaining the gain on collective problem solving after the project ends
- Apply structured root cause analysis to the top defect in collective problem solving.
- Establish what evidence demonstrates collective problem solving is under control.
- Design the internal audit schedule covering collective problem solving.
- Establish the boundary of collective problem solving and record what sits outside it.
Session 2Benchmarking collective problem solving without flattering yourself
- Agree the smallest change to collective problem solving that would be visibly useful.
- Identify non-value-adding steps in collective problem solving and remove them.
- Define acceptance criteria for collective problem solving in advance.
- Close out actions on collective problem solving rather than leaving them open indefinitely.
Collective problem solving: standard work and sustaining gains
2 sessions · 8 pointsSession 1Getting other functions to support collective problem solving
- Prepare the summary of collective problem solving that senior management will read.
- Train the team handling collective problem solving in the problem-solving method being used.
- Verify six months later that changes to collective problem solving have held.
- Write standard work for collective problem solving with the people who perform it.
Session 2Standard work for collective problem solving without deskilling it
- Choose productivity measures for collective problem solving that do not reward shortcuts.
- Test the procedure for collective problem solving against a realistic scenario.
- Define supplier quality requirements affecting inputs to collective problem solving.
- Identify the few causes responsible for most defects in collective problem solving.
Collective problem solving: benchmarking and continual improvement
2 sessions · 8 pointsSession 1Removing steps from collective problem solving that add no value
- Define quality for collective problem solving in terms the customer would recognise.
- Record what was tried on collective problem solving and did not work, and why.
- Rehearse the briefing on collective problem solving that would follow an incident.
- Collect evidence on the present handling of collective problem solving before proposing changes.
Session 2What to measure in collective problem solving and what to ignore
- Name a single owner for each element of collective problem solving.
- Remove steps in collective problem solving that add effort without adding assurance.
- Establish who is informed, consulted and accountable in collective problem solving.
- Calculate the cost of poor quality attributable to collective problem solving.
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
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