Inspection catches problems in quality governance structures; it does not prevent them. Variation in the quality and productivity management capability is the enemy; averages conceal it. Field experience suggests that the barrier to better this part of quality and productivity management is rarely technical. The material serves both public bodies and commercial organisations dealing with quality governance structures. The programme takes participants through the practice within quality and productivity management end to end, from framing the problem to closing it out. Participants gain a realistic view of what the quality and productivity management capability costs and what it returns. Buying a tool rarely fixes quality governance structures; the underlying capability has to be built internally first. Every module pairs a short input on the quality and productivity management discipline with structured practice on the participant's own material. The programme ends where implementation begins, with this aspect of quality and productivity management broken into steps someone can start on Monday.
Expected Learning Outcomes
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Align quality governance structures with the wider objectives of the operating process rather than optimising it in isolation.
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Standardise work in quality governance structures without removing necessary judgement.
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Sustain gains achieved in quality governance structures through control and review.
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Identify the failure points in quality governance structures most likely to cause loss, and control them first.
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Benchmark quality governance structures against comparable operations honestly.
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Estimate what quality governance structures costs to run properly, and what is lost when it is not.
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Build capability in root cause analysis across the team handling quality governance structures.
Who Should Attend
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Process and industrial engineers redesigning quality governance structures.
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Training officers building problem-solving capability in quality governance structures.
