Sustain gains achieved in internal customer involvement through control and review.
Building Programmes to Involve Internal Customers in Quality Improvement
A concise, decision-focused programme covering internal customer involvement end to end.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Variation in internal customer involvement is the enemy; averages conceal it. A quality system for the practice within quality and productivity management that exists only for the auditor produces paperwork, not quality. Benchmarking exercises repeatedly place the wider quality and productivity management agenda among the areas with the widest performance spread. The content is relevant to those who own internal customer involvement and to those who are held accountable for its results. Sessions alternate between guided analysis of the quality and productivity management capability and supervised application. They gain the ability to sequence improvements to this area of quality and productivity management in an order their organisation can absorb. The version of internal customer involvement described in the manual and the version practised on the floor tend to diverge over time. The programme converts the quality and productivity management discipline from an area of general awareness into a set of repeatable practices. The final module sets out how progress on this strand of quality and productivity management will be evidenced six months later.
Expected Learning Outcomes
Benchmark internal customer involvement against comparable operations honestly.
Standardise work in internal customer involvement without removing necessary judgement.
Reduce waste and non-value-adding steps in internal customer involvement.
Assess the current state of internal customer involvement against a structured set of criteria rather than impressions.
Design a training and briefing approach that sustains competence in internal customer involvement.
Establish escalation routes for internal customer involvement that work outside normal hours.
Who Should Attend
Procurement and contracting staff whose agreements set obligations around internal customer involvement.
Production and operations supervisors delivering internal customer involvement.
Training officers building problem-solving capability in internal customer involvement.
Department managers accountable for productivity of internal customer involvement.
Risk managers assessing the exposure created by internal customer involvement.
Inspection and testing staff verifying internal customer involvement.
Course Modules
Internal customer involvement: waste, flow and productivity
2 sessions · 8 pointsSession 1Agreeing what good actually means for internal customer involvement
- Identify where judgement in internal customer involvement is legitimate and where it is not.
- Verify that improvements to internal customer involvement held six months later.
- Draft the minimum viable control plan for internal customer involvement.
- Map the process behind internal customer involvement by walking it, not by describing it.
Session 2Auditing internal customer involvement to improve it, not to pass
- Assemble certification evidence for internal customer involvement as work proceeds, not before the audit.
- Arrange the handover of internal customer involvement so capability survives staff changes.
- Apply structured root cause analysis to the top defect in internal customer involvement.
- Set out how exceptions to internal customer involvement are requested and approved.
Internal customer involvement: mapping the process as actually performed
2 sessions · 8 pointsSession 1Escalation and decision rights in internal customer involvement
- Check that records of internal customer involvement answer the questions likely to be asked.
- Benchmark the organisation's internal customer involvement against comparable operations.
- Agree the indicators that will show whether internal customer involvement is improving.
- Map the handovers in internal customer involvement between functions and secure them.
Session 2Testing internal customer involvement before relying on it
- Write standard work for internal customer involvement with the people who perform it.
- Set sampling for internal customer involvement on statistical grounds, not on habit.
- Define the trigger that would require internal customer involvement to be redesigned.
- Anticipate the objections internal customer involvement will raise and prepare the answers.
Internal customer involvement: structured problem solving and root cause
2 sessions · 8 pointsSession 1Costing poor quality in internal customer involvement
- Measure current variation in internal customer involvement before attempting improvement.
- Build the internal briefing that explains internal customer involvement to those affected.
- Design the internal audit schedule covering internal customer involvement.
- Prepare the summary of internal customer involvement that senior management will read.
Session 2Sampling internal customer involvement on evidence rather than convention
- Confirm that those complying with internal customer involvement understand why it exists.
- Define supplier quality requirements affecting inputs to internal customer involvement.
- Link the improvement in internal customer involvement to a financial figure leadership recognises.
- Set the review cadence that sustains gains in internal customer involvement.
Internal customer involvement: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Making internal customer involvement work when resources are constrained
- Identify non-value-adding steps in internal customer involvement and remove them.
- Distinguish symptoms from causes when internal customer involvement underperforms.
- Build a control plan for internal customer involvement identifying what is checked, when and by whom.
- Establish the boundary of internal customer involvement and record what sits outside it.
Session 2Standard work for internal customer involvement without deskilling it
- Choose productivity measures for internal customer involvement that do not reward shortcuts.
- Calculate the cost of poor quality attributable to internal customer involvement.
- Benchmark internal customer involvement against a comparable operation and record the gap.
- Record the rationale for each significant choice made about internal customer involvement.
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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