Quality and Productivity

Designing Strategies to Price Quality as a Competitive Advantage

A concise, decision-focused programme covering quality as competitive advantage end to end.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Designing Strategies to Price Quality as a Competitive Advantage
5days

About the programme

Course Overview

Variation in quality as competitive advantage is the enemy; averages conceal it. Improvement in competitive advantage that is not measured tends to be reversed quietly. Participants apply this strand of quality and productivity management to their own operating process throughout, so the output is directly usable. It establishes a shared vocabulary for quality as competitive advantage so that teams can disagree productively about it. The difficulty is not agreeing that this part of quality and productivity management matters — it is deciding what to stop doing to make room for it. It suits anyone whose decisions touch competitive advantage, in large organisations and small ones alike. They gain the ability to sequence improvements to quality as competitive advantage in an order their organisation can absorb. Practitioner evidence points the same way: competitive advantage improves fastest where responsibility for it is named and owned. It closes by agreeing the smallest change to the quality and productivity management capability that would make a visible difference.

Expected Learning Outcomes

  • Sustain gains achieved in quality as competitive advantage through control and review.

  • Plan the handover of competitive advantage so that capability is not lost when key staff move on.

  • Integrate quality as competitive advantage into existing management routines rather than running it separately.

  • Identify the sources of variation in competitive advantage and rank them by effect.

  • Review contracts and agreements for the obligations they create around quality as competitive advantage.

  • Prepare the evidence required for external certification of competitive advantage.

  • Measure productivity in quality as competitive advantage without incentivising the wrong behaviour.

Who Should Attend

  • Officers preparing reports on quality as competitive advantage for boards or oversight committees.

  • Analysts producing the data on which decisions about competitive advantage rest.

  • Certification and accreditation coordinators preparing evidence on quality as competitive advantage.

  • Continuous improvement specialists working on competitive advantage.

  • Training officers building problem-solving capability in quality as competitive advantage.

  • Internal auditors examining competitive advantage.

Course Modules

Open any module to see its sessions and topics.

01

Quality as competitive advantage: variation, capability and control

2 sessions · 8 points

Session 1Where quality as competitive advantage typically breaks, and why

  • Choose productivity measures for quality as competitive advantage that do not reward shortcuts.
  • Review whether competitive advantage is aligned with the objectives of the operating process.
  • Record what was tried on quality as competitive advantage and did not work, and why.
  • Estimate the resource competitive advantage requires to run as designed.

Session 2Reviewing competitive advantage when nothing has gone wrong

  • Train the team handling quality as competitive advantage in the problem-solving method being used.
  • Agree the indicators that will show whether competitive advantage is improving.
  • Map the process behind quality as competitive advantage by walking it, not by describing it.
  • Define supplier quality requirements affecting inputs to competitive advantage.
02

Competitive advantage: cost of poor quality

2 sessions · 8 points

Session 1Getting other functions to support competitive advantage

  • Agree what will be standardised in quality as competitive advantage and what will not.
  • Set sampling for competitive advantage on statistical grounds, not on habit.
  • Establish what evidence demonstrates quality as competitive advantage is under control.
  • Remove steps in competitive advantage that add effort without adding assurance.

Session 2Auditing competitive advantage to improve it, not to pass

  • Record the rationale for each significant choice made about quality as competitive advantage.
  • Define quality for competitive advantage in terms the customer would recognise.
  • Verify six months later that changes to quality as competitive advantage have held.
  • Calculate the cost of poor quality attributable to competitive advantage.
03

Competitive advantage: internal audit and certification evidence

2 sessions · 8 points

Session 1Benchmarking competitive advantage without flattering yourself

  • Write standard work for quality as competitive advantage with the people who perform it.
  • Benchmark competitive advantage against a comparable operation and record the gap.
  • Identify where judgement in quality as competitive advantage is legitimate and where it is not.
  • Benchmark the organisation's competitive advantage against comparable operations.

Session 2Sampling quality as competitive advantage on evidence rather than convention

  • Close out actions on quality as competitive advantage rather than leaving them open indefinitely.
  • Identify non-value-adding steps in competitive advantage and remove them.
  • Agree the smallest change to quality as competitive advantage that would be visibly useful.
  • Check that competitive advantage still works when volumes rise unexpectedly.
04

Competitive advantage: structured problem solving and root cause

2 sessions · 8 points

Session 1Standard work for competitive advantage without deskilling it

  • Identify the few causes responsible for most defects in quality as competitive advantage.
  • Define the trigger that would require competitive advantage to be redesigned.
  • Assemble certification evidence for quality as competitive advantage as work proceeds, not before the audit.
  • Verify that improvements to competitive advantage held six months later.

Session 2Finding the variation that matters in competitive advantage

  • Establish who is informed, consulted and accountable in quality as competitive advantage.
  • Design the internal audit schedule covering competitive advantage.
  • Check that records of quality as competitive advantage answer the questions likely to be asked.
  • Apply structured root cause analysis to the top defect in competitive advantage.

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.

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