Sequence improvements to process capability indices so that each step makes the next one easier.
Designing Strategies to Calculate Process Capability and Its Indices
A working programme in process capability indices for managers who have to deliver with existing resources.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
The cost of poor quality in process capability indices is rarely visible in any single budget line. Most defects in this area of quality and productivity management are designed in long before they are detected. They leave able to brief senior management on the quality and productivity management capability in terms that support a decision. Moving process capability indices from written policy into daily practice is not achieved by a single decision. It is pitched for practitioners with responsibility for the practice within quality and productivity management, not for observers of it. The method assumes participants will be challenged on their handling of this strand of quality and productivity management and prepares them for it. The course covers process capability indices at the level of detail needed to act, and stops there. The professional literature on this part of quality and productivity management converges on a small set of controls that reliably work. The closing exercise tests whether the participant's plan for this strand of quality and productivity management survives a hostile question.
Expected Learning Outcomes
Build a concise control plan for process capability indices that colleagues can follow without further explanation.
Standardise work in process capability indices without removing necessary judgement.
Build capability in root cause analysis across the team handling process capability indices.
Set acceptance criteria and sampling for process capability indices on statistical grounds.
Plan the handover of process capability indices so that capability is not lost when key staff move on.
Benchmark process capability indices against comparable operations honestly.
Who Should Attend
Department managers accountable for productivity of process capability indices.
Supplier quality engineers assessing inputs to process capability indices.
Managers with direct responsibility for process capability indices within the operating process.
Specialists advising senior management on process capability indices.
Certification and accreditation coordinators preparing evidence on process capability indices.
Quality managers and coordinators responsible for process capability indices.
Course Modules
Process capability indices: internal audit and certification evidence
2 sessions · 8 pointsSession 1What has to be agreed before work on process capability indices starts
- Set the review cadence that sustains gains in process capability indices.
- Confirm that reporting on process capability indices reaches the people who can act.
- Define the trigger that would require process capability indices to be redesigned.
- Design the internal audit schedule covering process capability indices.
Session 2Standard work for process capability indices without deskilling it
- Benchmark process capability indices against a comparable operation and record the gap.
- Prepare the summary of process capability indices that senior management will read.
- Establish the boundary of process capability indices and record what sits outside it.
- Record what was tried on process capability indices and did not work, and why.
Process capability indices: standard work and sustaining gains
2 sessions · 8 pointsSession 1Mapping process capability indices as it is done, not as it is written
- Close out actions on process capability indices rather than leaving them open indefinitely.
- Apply structured root cause analysis to the top defect in process capability indices.
- Map the process behind process capability indices by walking it, not by describing it.
- Identify single points of dependency in process capability indices and reduce them.
Session 2Sampling process capability indices on evidence rather than convention
- Benchmark the organisation's process capability indices against comparable operations.
- Set out the decisions in process capability indices that require sign-off and by whom.
- Draft the minimum viable control plan for process capability indices.
- Verify six months later that changes to process capability indices have held.
Process capability indices: waste, flow and productivity
2 sessions · 8 pointsSession 1Sustaining the gain on process capability indices after the project ends
- Record the rationale for each significant choice made about process capability indices.
- Calculate the cost of poor quality attributable to process capability indices.
- Write standard work for process capability indices with the people who perform it.
- Build a control plan for process capability indices identifying what is checked, when and by whom.
Session 2Who answers for process capability indices, and to whom
- Link the improvement in process capability indices to a financial figure leadership recognises.
- Distinguish symptoms from causes when process capability indices underperforms.
- Choose productivity measures for process capability indices that do not reward shortcuts.
- Remove steps in process capability indices that add effort without adding assurance.
Process capability indices: mapping the process as actually performed
2 sessions · 8 pointsSession 1Solving the defect in process capability indices that keeps returning
- Build the competence framework that supports process capability indices.
- Measure current variation in process capability indices before attempting improvement.
- Assemble certification evidence for process capability indices as work proceeds, not before the audit.
- Set sampling for process capability indices on statistical grounds, not on habit.
Session 2Where process capability indices typically breaks, and why
- Define supplier quality requirements affecting inputs to process capability indices.
- Define quality for process capability indices in terms the customer would recognise.
- Assign responsibility for keeping documentation of process capability indices current.
- Set the review interval for process capability indices and who attends.
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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