Link improvement in labour and equipment productivity to a financial outcome leadership recognises.
Designing Strategies to Measure Labour and Equipment Productivity Together
An applied course in labour and equipment productivity built around the decisions practitioners actually face.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
A quality system for labour and equipment productivity that exists only for the auditor produces paperwork, not quality. Inspection catches problems in equipment productivity; it does not prevent them. The programme suits teams tackling this area of quality and productivity management together as readily as individuals attending alone. Teams frequently over-invest in documenting labour and equipment productivity and under-invest in testing it. The course sets out a working method for the practice within quality and productivity management that participants can apply the week they return. The most reliable predictor of sound equipment productivity is whether anyone reviews it when nothing has gone wrong. Every module pairs a short input on labour and equipment productivity with structured practice on the participant's own material. Participants take away a working set of documents supporting equipment productivity, ready to be adapted internally. It closes by agreeing the smallest change to the quality and productivity management discipline that would make a visible difference.
Expected Learning Outcomes
Design the internal audit programme covering equipment productivity.
Sustain gains achieved in labour and equipment productivity through control and review.
Build the internal capability for equipment productivity rather than depending on external support indefinitely.
Standardise work in labour and equipment productivity without removing necessary judgement.
Select indicators that show whether equipment productivity is improving, and reject those that only look useful.
Sequence improvements to labour and equipment productivity so that each step makes the next one easier.
Who Should Attend
Finance staff quantifying the cost of quality in labour and equipment productivity.
Continuous improvement specialists working on equipment productivity.
Officers preparing reports on labour and equipment productivity for boards or oversight committees.
Production and operations supervisors delivering equipment productivity.
Health, safety and environmental staff whose systems integrate with labour and equipment productivity.
Experienced practitioners formalising an approach to equipment productivity that has grown up informally.
Course Modules
Labour and equipment productivity: control plans, sampling and acceptance
2 sessions · 8 pointsSession 1The decisions in labour and equipment productivity that cannot be delegated
- Establish the boundary of labour and equipment productivity and record what sits outside it.
- Benchmark equipment productivity against a comparable operation and record the gap.
- Rank the weaknesses in labour and equipment productivity by consequence rather than by ease of fixing.
- Define quality for equipment productivity in terms the customer would recognise.
Session 2Mapping equipment productivity as it is done, not as it is written
- Measure current variation in labour and equipment productivity before attempting improvement.
- Choose productivity measures for equipment productivity that do not reward shortcuts.
- Check that records of labour and equipment productivity answer the questions likely to be asked.
- Identify where judgement in equipment productivity is legitimate and where it is not.
Equipment productivity: waste, flow and productivity
2 sessions · 8 pointsSession 1Who answers for equipment productivity, and to whom
- Verify that improvements to labour and equipment productivity held six months later.
- Confirm that those complying with equipment productivity understand why it exists.
- Write standard work for labour and equipment productivity with the people who perform it.
- Set the review interval for equipment productivity and who attends.
Session 2Sustaining the gain on equipment productivity after the project ends
- Identify the few causes responsible for most defects in labour and equipment productivity.
- Benchmark the organisation's equipment productivity against comparable operations.
- Estimate the resource labour and equipment productivity requires to run as designed.
- Build the internal briefing that explains equipment productivity to those affected.
Equipment productivity: internal audit and certification evidence
2 sessions · 8 pointsSession 1The cost of equipment productivity and how to present it
- Draft the minimum viable control plan for labour and equipment productivity.
- Train the team handling equipment productivity in the problem-solving method being used.
- Define supplier quality requirements affecting inputs to labour and equipment productivity.
- Write down the assumptions underpinning the approach to equipment productivity.
Session 2Finding the variation that matters in labour and equipment productivity
- Assemble certification evidence for labour and equipment productivity as work proceeds, not before the audit.
- Agree the smallest change to equipment productivity that would be visibly useful.
- Prepare the response for the most likely failure in labour and equipment productivity.
- Build a control plan for equipment productivity identifying what is checked, when and by whom.
Equipment productivity: cost of poor quality
2 sessions · 8 pointsSession 1Benchmarking equipment productivity without flattering yourself
- Identify non-value-adding steps in labour and equipment productivity and remove them.
- Verify six months later that changes to equipment productivity have held.
- Define acceptance criteria for labour and equipment productivity in advance.
- Record what was tried on equipment productivity and did not work, and why.
Session 2Removing steps from equipment productivity that add no value
- Link the improvement in labour and equipment productivity to a financial figure leadership recognises.
- Calculate the cost of poor quality attributable to equipment productivity.
- Record what was learned when labour and equipment productivity did not go as planned.
- Set sampling for equipment productivity 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
Complete your registration
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