The cost of poor quality in sector benchmarking indicators is rarely visible in any single budget line. Variation in this area of quality and productivity management is the enemy; averages conceal it. The teaching approach is deliberately practical: participants build a control plan for the quality and productivity management discipline as they go. The outcome is a practitioner who can hold a position on sector benchmarking indicators and revise it on evidence. Comparative studies of this aspect of quality and productivity management across sectors find the same handful of failure points recurring. Teams frequently over-invest in documenting this strand of quality and productivity management and under-invest in testing it. The level assumes working familiarity with the operating process but no prior formal training in sector benchmarking indicators. The course sets out a working method for the quality and productivity management discipline that participants can apply the week they return. The programme ends where implementation begins, with this part of quality and productivity management broken into steps someone can start on Monday.
Expected Learning Outcomes
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Translate policy on sector benchmarking indicators into procedures that hold up under day-to-day pressure.
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Estimate what sector benchmarking indicators costs to run properly, and what is lost when it is not.
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Test the organisation's response to sector benchmarking indicators under conditions that are less than ideal.
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Standardise work in sector benchmarking indicators without removing necessary judgement.
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Calculate the cost of poor quality attributable to sector benchmarking indicators.
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Build capability in root cause analysis across the team handling sector benchmarking indicators.
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Apply structured problem solving to recurring defects in sector benchmarking indicators.
Who Should Attend
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Coordinators responsible for keeping records and documentation of sector benchmarking indicators current.
