Benchmark multi-cause problem analysis against comparable operations honestly.
Building Strategies to Analyse Problems with Multiple Interlinked Causes
Practical training in multi-cause problem analysis, grounded in real cases and applied to your own operation.
📍 Tripoli🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The cost of poor quality in multi-cause problem analysis is rarely visible in any single budget line. Most defects in this strand of quality and productivity management are designed in long before they are detected. It is designed for mixed groups, so that this aspect of quality and productivity management is examined from more than one functional angle. The programme is built to be used, and every section of multi-cause problem analysis it covers ends in something applicable. Work is grounded in real cases drawn from the practice within quality and productivity management, which each participant adapts to conditions in their own organisation. Comparative studies of this strand of quality and productivity management across sectors find the same handful of failure points recurring. Plans for multi-cause problem analysis often fail at the handover point between functions. They gain the ability to sequence improvements to the quality and productivity management capability in an order their organisation can absorb. The programme closes with an action plan for the wider quality and productivity management agenda that each participant writes for their own organisation.
Expected Learning Outcomes
Measure productivity in multi-cause problem analysis without incentivising the wrong behaviour.
Draw practical lessons from failures in multi-cause problem analysis without assigning blame that suppresses reporting.
Identify the sources of variation in multi-cause problem analysis and rank them by effect.
Build capability in root cause analysis across the team handling multi-cause problem analysis.
Reduce avoidable variation in how multi-cause problem analysis is carried out across teams.
Design a practical operating method for multi-cause problem analysis that fits the organisation's size and maturity.
Who Should Attend
Planning staff whose forecasts and budgets are affected by multi-cause problem analysis.
Training officers building problem-solving capability in multi-cause problem analysis.
Continuous improvement specialists working on multi-cause problem analysis.
Managers of multi-site operations seeking consistency in multi-cause problem analysis.
Process and industrial engineers redesigning multi-cause problem analysis.
Department managers accountable for productivity of multi-cause problem analysis.
Course Modules
Multi-cause problem analysis: variation, capability and control
2 sessions · 8 pointsSession 1Sustaining the gain on multi-cause problem analysis after the project ends
- Map the process behind multi-cause problem analysis by walking it, not by describing it.
- Define supplier quality requirements affecting inputs to multi-cause problem analysis.
- Check that multi-cause problem analysis still works when volumes rise unexpectedly.
- Map the handovers in multi-cause problem analysis between functions and secure them.
Session 2Auditing multi-cause problem analysis to improve it, not to pass
- Write standard work for multi-cause problem analysis with the people who perform it.
- Build a control plan for multi-cause problem analysis identifying what is checked, when and by whom.
- Identify the data already collected that bears on multi-cause problem analysis.
- Agree what will be standardised in multi-cause problem analysis and what will not.
Multi-cause problem analysis: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1Getting other functions to support multi-cause problem analysis
- Establish what evidence demonstrates multi-cause problem analysis is under control.
- Distinguish symptoms from causes when multi-cause problem analysis underperforms.
- Set the review cadence that sustains gains in multi-cause problem analysis.
- Calculate the cost of poor quality attributable to multi-cause problem analysis.
Session 2Solving the defect in multi-cause problem analysis that keeps returning
- Identify single points of dependency in multi-cause problem analysis and reduce them.
- Benchmark multi-cause problem analysis against a comparable operation and record the gap.
- Define quality for multi-cause problem analysis in terms the customer would recognise.
- Draft the minimum viable control plan for multi-cause problem analysis.
Multi-cause problem analysis: structured problem solving and root cause
2 sessions · 8 pointsSession 1Standard work for multi-cause problem analysis without deskilling it
- Prepare the response for the most likely failure in multi-cause problem analysis.
- Record the rationale for each significant choice made about multi-cause problem analysis.
- Set escalation thresholds for multi-cause problem analysis that work out of hours.
- Remove steps in multi-cause problem analysis that add effort without adding assurance.
Session 2Benchmarking multi-cause problem analysis without flattering yourself
- Apply structured root cause analysis to the top defect in multi-cause problem analysis.
- Assign responsibility for keeping documentation of multi-cause problem analysis current.
- Measure current variation in multi-cause problem analysis before attempting improvement.
- Rank the weaknesses in multi-cause problem analysis by consequence rather than by ease of fixing.
Multi-cause problem analysis: cost of poor quality
2 sessions · 8 pointsSession 1The decisions in multi-cause problem analysis that cannot be delegated
- Establish the boundary of multi-cause problem analysis and record what sits outside it.
- Train the team handling multi-cause problem analysis in the problem-solving method being used.
- Identify the few causes responsible for most defects in multi-cause problem analysis.
- Link the improvement in multi-cause problem analysis to a financial figure leadership recognises.
Session 2Who answers for multi-cause problem analysis, and to whom
- Record what was learned when multi-cause problem analysis did not go as planned.
- Record what was tried on multi-cause problem analysis and did not work, and why.
- Assemble certification evidence for multi-cause problem analysis as work proceeds, not before the audit.
- Set sampling for multi-cause problem analysis on statistical grounds, not on habit.
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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