Establish supplier quality requirements affecting quality performance recognition.
Building Recognition Systems for Outstanding Quality Performance
A practical programme in quality performance recognition for professionals who are accountable for results, not just awareness.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A quality system for quality performance recognition that exists only for the auditor produces paperwork, not quality. Most defects in this aspect of quality and productivity management are designed in long before they are detected. It concentrates on the parts of the practice within quality and productivity management that determine outcomes and treats the rest proportionately. It is pitched for practitioners with responsibility for quality performance recognition, not for observers of it. Participants test their assumptions about the quality and productivity management discipline against scenarios designed to break weak ones. The most reliable predictor of sound the wider quality and productivity management agenda is whether anyone reviews it when nothing has gone wrong. Teams frequently over-invest in documenting quality performance recognition and under-invest in testing it. They acquire practical criteria for judging when the quality and productivity management capability is working and when it is only appearing to. Participants finish with a short, specific brief on this aspect of quality and productivity management ready to put in front of a decision maker.
Expected Learning Outcomes
Identify the failure points in quality performance recognition most likely to cause loss, and control them first.
Translate policy on quality performance recognition into procedures that hold up under day-to-day pressure.
Reduce waste and non-value-adding steps in quality performance recognition.
Prepare the evidence required for external certification of quality performance recognition.
Build a continuous improvement routine around quality performance recognition that survives busy periods.
Test the organisation's response to quality performance recognition under conditions that are less than ideal.
Who Should Attend
Managers of multi-site operations seeking consistency in quality performance recognition.
Continuous improvement specialists working on quality performance recognition.
Department managers accountable for productivity of quality performance recognition.
Training officers building problem-solving capability in quality performance recognition.
Inspection and testing staff verifying quality performance recognition.
Managers with direct responsibility for quality performance recognition within the operating process.
Course Modules
Quality performance recognition: variation, capability and control
2 sessions · 8 pointsSession 1Solving the defect in quality performance recognition that keeps returning
- Review whether quality performance recognition is aligned with the objectives of the operating process.
- Remove steps in quality performance recognition that add effort without adding assurance.
- Assemble certification evidence for quality performance recognition as work proceeds, not before the audit.
- Collect evidence on the present handling of quality performance recognition before proposing changes.
Session 2Removing steps from quality performance recognition that add no value
- Set sampling for quality performance recognition on statistical grounds, not on habit.
- Reduce the variation in how quality performance recognition is carried out between teams.
- Train the team handling quality performance recognition in the problem-solving method being used.
- Write standard work for quality performance recognition with the people who perform it.
Quality performance recognition: internal audit and certification evidence
2 sessions · 8 pointsSession 1Costing poor quality in quality performance recognition
- Benchmark the organisation's quality performance recognition against comparable operations.
- Define quality for quality performance recognition in terms the customer would recognise.
- Design the internal audit schedule covering quality performance recognition.
- Map the process behind quality performance recognition by walking it, not by describing it.
Session 2Sampling quality performance recognition on evidence rather than convention
- Define supplier quality requirements affecting inputs to quality performance recognition.
- Agree the smallest change to quality performance recognition that would be visibly useful.
- Build a control plan for quality performance recognition identifying what is checked, when and by whom.
- Rank the weaknesses in quality performance recognition by consequence rather than by ease of fixing.
Quality performance recognition: benchmarking and continual improvement
2 sessions · 8 pointsSession 1Finding the variation that matters in quality performance recognition
- Identify the few causes responsible for most defects in quality performance recognition.
- Calculate the cost of poor quality attributable to quality performance recognition.
- Estimate the resource quality performance recognition requires to run as designed.
- Anticipate the objections quality performance recognition will raise and prepare the answers.
Session 2Where quality performance recognition typically breaks, and why
- Identify non-value-adding steps in quality performance recognition and remove them.
- Assign responsibility for keeping documentation of quality performance recognition current.
- Measure current variation in quality performance recognition before attempting improvement.
- Prepare the summary of quality performance recognition that senior management will read.
Quality performance recognition: standard work and sustaining gains
2 sessions · 8 pointsSession 1The paperwork for quality performance recognition that is actually needed
- Record what was learned when quality performance recognition did not go as planned.
- Prepare the response for the most likely failure in quality performance recognition.
- Link the improvement in quality performance recognition to a financial figure leadership recognises.
- Arrange the handover of quality performance recognition so capability survives staff changes.
Session 2Keeping quality performance recognition alive after the initial push
- Set the review cadence that sustains gains in quality performance recognition.
- Confirm that reporting on quality performance recognition reaches the people who can act.
- Agree the indicators that will show whether quality performance recognition is improving.
- Choose productivity measures for quality performance recognition that do not reward shortcuts.
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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