Quality and Productivity

Designing Strategies to Use Cause-and-Effect Diagrams to Diagnose Problems

Develop the judgement and the documentation needed to run cause-and-effect diagnosis properly.

  • 5training days
  • 4modules
  • 8sessions
  • 32topics
View packages and pricesCourse outline
Designing Strategies to Use Cause-and-Effect Diagrams to Diagnose Problems
5days

About the programme

Course Overview

A quality system for cause-and-effect diagnosis that exists only for the auditor produces paperwork, not quality. Variation in this area of quality and productivity management is the enemy; averages conceal it. It establishes a shared vocabulary for the quality and productivity management capability so that teams can disagree productively about it. Participants finish able to explain cause-and-effect diagnosis to a non-specialist audience without losing precision. It is pitched for practitioners with responsibility for this part of quality and productivity management, not for observers of it. Improvement in this aspect of quality and productivity management stalls when it depends on one capable individual rather than a defined method. Post-incident reviews keep identifying weaknesses in cause-and-effect diagnosis that were visible long before the incident. Participants apply the practice within quality and productivity management to their own operating process throughout, so the output is directly usable. It ends with a prioritised list of changes to the quality and productivity management discipline that the participant is prepared to defend internally.

Expected Learning Outcomes

  • Document decisions about cause-and-effect diagnosis in a form that remains useful after the people change.

  • Prepare the evidence required for external certification of cause-and-effect diagnosis.

  • Present the case for investment in cause-and-effect diagnosis in terms that a finance function will accept.

  • Measure productivity in cause-and-effect diagnosis without incentivising the wrong behaviour.

  • Apply structured problem solving to recurring defects in cause-and-effect diagnosis.

  • Prepare a short, evidence-based briefing on cause-and-effect diagnosis for senior management.

  • Identify the sources of variation in cause-and-effect diagnosis and rank them by effect.

Who Should Attend

  • Finance staff quantifying the cost of quality in cause-and-effect diagnosis.

  • Inspection and testing staff verifying cause-and-effect diagnosis.

  • Newly appointed managers taking on cause-and-effect diagnosis for the first time.

  • Internal auditors examining cause-and-effect diagnosis.

  • Risk managers assessing the exposure created by cause-and-effect diagnosis.

  • Continuous improvement specialists working on cause-and-effect diagnosis.

Course Modules

Open any module to see its sessions and topics.

01

Cause-and-effect diagnosis: control plans, sampling and acceptance

2 sessions · 8 points

Session 1Comparing cause-and-effect diagnosis with recognised practice

  • Choose productivity measures for cause-and-effect diagnosis that do not reward shortcuts.
  • Rank the weaknesses in cause-and-effect diagnosis by consequence rather than by ease of fixing.
  • Benchmark cause-and-effect diagnosis against a comparable operation and record the gap.
  • Write down the assumptions underpinning the approach to cause-and-effect diagnosis.

Session 2Solving the defect in cause-and-effect diagnosis that keeps returning

  • Record what was tried on cause-and-effect diagnosis and did not work, and why.
  • Build a control plan for cause-and-effect diagnosis identifying what is checked, when and by whom.
  • Remove steps in cause-and-effect diagnosis that add effort without adding assurance.
  • Establish the boundary of cause-and-effect diagnosis and record what sits outside it.
02

Cause-and-effect diagnosis: standard work and sustaining gains

2 sessions · 8 points

Session 1Control plans for cause-and-effect diagnosis that catch problems early

  • Write standard work for cause-and-effect diagnosis with the people who perform it.
  • Link the improvement in cause-and-effect diagnosis to a financial figure leadership recognises.
  • Measure current variation in cause-and-effect diagnosis before attempting improvement.
  • Set escalation thresholds for cause-and-effect diagnosis that work out of hours.

Session 2Where cause-and-effect diagnosis typically breaks, and why

  • Train the team handling cause-and-effect diagnosis in the problem-solving method being used.
  • Prepare the response for the most likely failure in cause-and-effect diagnosis.
  • Estimate the resource cause-and-effect diagnosis requires to run as designed.
  • Set the review interval for cause-and-effect diagnosis and who attends.
03

Cause-and-effect diagnosis: waste, flow and productivity

2 sessions · 8 points

Session 1Standard work for cause-and-effect diagnosis without deskilling it

  • Identify non-value-adding steps in cause-and-effect diagnosis and remove them.
  • Set the review cadence that sustains gains in cause-and-effect diagnosis.
  • Confirm that contractual obligations around cause-and-effect diagnosis are understood.
  • Confirm that reporting on cause-and-effect diagnosis reaches the people who can act.

Session 2Testing cause-and-effect diagnosis before relying on it

  • Design the internal audit schedule covering cause-and-effect diagnosis.
  • Draft the minimum viable control plan for cause-and-effect diagnosis.
  • Build the competence framework that supports cause-and-effect diagnosis.
  • Define the trigger that would require cause-and-effect diagnosis to be redesigned.
04

Cause-and-effect diagnosis: internal audit and certification evidence

2 sessions · 8 points

Session 1Removing steps from cause-and-effect diagnosis that add no value

  • Define supplier quality requirements affecting inputs to cause-and-effect diagnosis.
  • Build the internal briefing that explains cause-and-effect diagnosis to those affected.
  • Verify six months later that changes to cause-and-effect diagnosis have held.
  • Identify the few causes responsible for most defects in cause-and-effect diagnosis.

Session 2Mapping cause-and-effect diagnosis as it is done, not as it is written

  • Set sampling for cause-and-effect diagnosis on statistical grounds, not on habit.
  • Name a single owner for each element of cause-and-effect diagnosis.
  • Map the process behind cause-and-effect diagnosis by walking it, not by describing it.
  • Apply structured root cause analysis to the top defect in cause-and-effect diagnosis.

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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