Test the organisation's response to proactive cause prevention under conditions that are less than ideal.
Designing Strategies for Proactive Prevention of Known Root Causes
Develop the judgement and the documentation needed to run proactive cause prevention properly.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Most defects in proactive cause prevention are designed in long before they are detected. Inspection catches problems in this strand of quality and productivity management; it does not prevent them. Buying a tool rarely fixes this area of quality and productivity management; the underlying capability has to be built internally first. Participants leave with a method for proactive cause prevention, not a set of opinions about it. Participants finish able to explain the quality and productivity management discipline to a non-specialist audience without losing precision. The method assumes participants will be challenged on their handling of this strand of quality and productivity management and prepares them for it. It is pitched for practitioners with responsibility for proactive cause prevention, not for observers of it. The most reliable predictor of sound the quality and productivity management capability is whether anyone reviews it when nothing has gone wrong. Participants leave with a plan for the quality and productivity management discipline sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Build capability in root cause analysis across the team handling proactive cause prevention.
Define what quality means for proactive cause prevention in measurable, agreed terms.
Prepare a short, evidence-based briefing on proactive cause prevention for senior management.
Establish supplier quality requirements affecting proactive cause prevention.
Sustain gains achieved in proactive cause prevention through control and review.
Compare the organisation's handling of proactive cause prevention with recognised practice, and close the material gaps.
Who Should Attend
Newly appointed managers taking on proactive cause prevention for the first time.
Risk managers assessing the exposure created by proactive cause prevention.
Supplier quality engineers assessing inputs to proactive cause prevention.
Continuous improvement specialists working on proactive cause prevention.
Production and operations supervisors delivering proactive cause prevention.
Department managers accountable for productivity of proactive cause prevention.
Course Modules
Proactive cause prevention: defining quality in measurable terms
2 sessions · 8 pointsSession 1Standard work for proactive cause prevention without deskilling it
- Set sampling for proactive cause prevention on statistical grounds, not on habit.
- Test the procedure for proactive cause prevention against a realistic scenario.
- Apply structured root cause analysis to the top defect in proactive cause prevention.
- Prepare the summary of proactive cause prevention that senior management will read.
Session 2Control plans for proactive cause prevention that catch problems early
- Calculate the cost of poor quality attributable to proactive cause prevention.
- Remove steps in proactive cause prevention that add effort without adding assurance.
- Write standard work for proactive cause prevention with the people who perform it.
- Compare the cost of proactive cause prevention with the cost of its absence.
Proactive cause prevention: variation, capability and control
2 sessions · 8 pointsSession 1Mapping proactive cause prevention as it is done, not as it is written
- Identify where judgement in proactive cause prevention is legitimate and where it is not.
- Check that proactive cause prevention still works when volumes rise unexpectedly.
- Link the improvement in proactive cause prevention to a financial figure leadership recognises.
- Verify that improvements to proactive cause prevention held six months later.
Session 2Reviewing proactive cause prevention when nothing has gone wrong
- Assemble certification evidence for proactive cause prevention as work proceeds, not before the audit.
- Review whether proactive cause prevention is aligned with the objectives of the operating process.
- Set the review cadence that sustains gains in proactive cause prevention.
- Train the team handling proactive cause prevention in the problem-solving method being used.
Proactive cause prevention: benchmarking and continual improvement
2 sessions · 8 pointsSession 1Solving the defect in proactive cause prevention that keeps returning
- Establish who is informed, consulted and accountable in proactive cause prevention.
- Rehearse the briefing on proactive cause prevention that would follow an incident.
- Set out how exceptions to proactive cause prevention are requested and approved.
- Build a control plan for proactive cause prevention identifying what is checked, when and by whom.
Session 2Moving proactive cause prevention from approval to execution
- Identify non-value-adding steps in proactive cause prevention and remove them.
- Benchmark proactive cause prevention against a comparable operation and record the gap.
- Plan the sequence in which improvements to proactive cause prevention will be introduced.
- Identify the few causes responsible for most defects in proactive cause prevention.
Proactive cause prevention: cost of poor quality
2 sessions · 8 pointsSession 1Auditing proactive cause prevention to improve it, not to pass
- Confirm that contractual obligations around proactive cause prevention are understood.
- Record what was tried on proactive cause prevention and did not work, and why.
- Rank the weaknesses in proactive cause prevention by consequence rather than by ease of fixing.
- Set the review interval for proactive cause prevention and who attends.
Session 2Making proactive cause prevention work when resources are constrained
- Decide what will be stopped to create capacity for proactive cause prevention.
- Define supplier quality requirements affecting inputs to proactive cause prevention.
- Map the process behind proactive cause prevention by walking it, not by describing it.
- Verify six months later that changes to proactive cause prevention have held.
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
We will contact you within one business day to confirm.