Measure productivity in quality culture induction without incentivising the wrong behaviour.
Designing Induction Programmes on Corporate Quality Culture for New Employees
Practical training in quality culture induction, grounded in real cases and applied to your own operation.
📍 Tunis🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Improvement in quality culture induction that is not measured tends to be reversed quietly. A quality system for the wider quality and productivity management agenda that exists only for the auditor produces paperwork, not quality. Moving this aspect of quality and productivity management from written policy into daily practice is not achieved by a single decision. Each session closes with a decision the participant must justify about quality culture induction in their own setting. Participants gain a realistic view of what the quality and productivity management discipline costs and what it returns. This programme builds this strand of quality and productivity management from first principles, without padding and without omitting what matters. Field experience suggests that the barrier to better quality culture induction is rarely technical. It is pitched for practitioners with responsibility for this area of quality and productivity management, not for observers of it. Participants finish with a short, specific brief on the wider quality and productivity management agenda ready to put in front of a decision maker.
Expected Learning Outcomes
Calculate the cost of poor quality attributable to quality culture induction.
Reduce waste and non-value-adding steps in quality culture induction.
Verify that improvements to quality culture induction have held six months after they were introduced.
Structure records of quality culture induction so that they answer the questions an auditor will actually ask.
Establish escalation routes for quality culture induction that work outside normal hours.
Prepare the evidence required for external certification of quality culture induction.
Who Should Attend
Production and operations supervisors delivering quality culture induction.
Quality staff verifying that quality culture induction performs as designed.
Health, safety and environmental staff whose systems integrate with quality culture induction.
Operations staff who encounter the consequences of quality culture induction directly.
Inspection and testing staff verifying quality culture induction.
Supplier quality engineers assessing inputs to quality culture induction.
Course Modules
Quality culture induction: mapping the process as actually performed
2 sessions · 8 pointsSession 1The decisions in quality culture induction that cannot be delegated
- Build a control plan for quality culture induction identifying what is checked, when and by whom.
- Measure current variation in quality culture induction before attempting improvement.
- Set sampling for quality culture induction on statistical grounds, not on habit.
- Verify that improvements to quality culture induction held six months later.
Session 2Mapping quality culture induction as it is done, not as it is written
- Benchmark the organisation's quality culture induction against comparable operations.
- Identify non-value-adding steps in quality culture induction and remove them.
- Compare the cost of quality culture induction with the cost of its absence.
- Identify single points of dependency in quality culture induction and reduce them.
Quality culture induction: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1The cost of quality culture induction and how to present it
- Confirm that reporting on quality culture induction reaches the people who can act.
- Record what was learned when quality culture induction did not go as planned.
- Define quality for quality culture induction in terms the customer would recognise.
- Collect evidence on the present handling of quality culture induction before proposing changes.
Session 2Benchmarking quality culture induction without flattering yourself
- Record the rationale for each significant choice made about quality culture induction.
- Assemble certification evidence for quality culture induction as work proceeds, not before the audit.
- Set out how exceptions to quality culture induction are requested and approved.
- Close out actions on quality culture induction rather than leaving them open indefinitely.
Quality culture induction: benchmarking and continual improvement
2 sessions · 8 pointsSession 1What has to be agreed before work on quality culture induction starts
- Train the team handling quality culture induction in the problem-solving method being used.
- Benchmark quality culture induction against a comparable operation and record the gap.
- Write down the assumptions underpinning the approach to quality culture induction.
- Reduce the variation in how quality culture induction is carried out between teams.
Session 2Sustaining the gain on quality culture induction after the project ends
- Build the competence framework that supports quality culture induction.
- Agree the indicators that will show whether quality culture induction is improving.
- Write standard work for quality culture induction with the people who perform it.
- Rehearse the briefing on quality culture induction that would follow an incident.
Quality culture induction: defining quality in measurable terms
2 sessions · 8 pointsSession 1Standard work for quality culture induction without deskilling it
- Choose productivity measures for quality culture induction that do not reward shortcuts.
- Set the review interval for quality culture induction and who attends.
- Define supplier quality requirements affecting inputs to quality culture induction.
- Map the process behind quality culture induction by walking it, not by describing it.
Session 2Removing steps from quality culture induction that add no value
- Decide what will be stopped to create capacity for quality culture induction.
- Identify the few causes responsible for most defects in quality culture induction.
- Link the improvement in quality culture induction to a financial figure leadership recognises.
- Design the internal audit schedule covering quality culture induction.
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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