Quality and continuous improvement

This programme provides an interactive introduction to Q and CI, with the emphasise on clarifying and inspiring the individuals value in Q & CI and developing a range of skills and techniques through practical application with real projects.

Level

The programme can be adapted for entry, intermediate and advanced levels.

Objectives

  • To understand key issues in Q and CI in a business context
  • To identify the key steps in the CI cycle
  • To develop a range of tools & techniques in Q & CI
  • To understand change and how to manage change
  • To develop capability in leading CI projects 
  • To apply learning and receive feedback on real CI projects
  • To undertake a variety of CI case studies and exercises

Process Exercise – Cycle Time – fun and interactive exercise to experience CI and change in a team context. Discuss observations and identify key themes on CI.

Understanding CI – Mean by Q & CI in a business context. Definitions and implications. Background / recent developments. Research on benefits, risks of ignoring CI and obstacles. Objectives and focus areas. Key players – senior, middle management & front line – value of involving all levels.

Your Experiences – Learners to share experiences of CI – identifying what works / does not work in practice.

CI Cycle – Identify key steps in Demming’s CI Cycle – Plan, Do, Review & Act. Key focus areas at each step. Cyclical nature of CI. Emphasise – problem definition, root cause, goal setting, measures, responsibilities, pilots, implementation, review results, monitoring, reflect on learning, act on findings, etc.

Tools & Techniques – STOP IT problem solving, force field analysis, probability vs. impact risk analysis, six questions, flow charts, cause vs. effect diagrams, effort vs. impact analysis, business process, solution vs. effect analysis, quality circles etc.

Thinking Styles – creative thinking, systems thinking, convergent vs. divergent thinking, De Bono’s six thinking hats – factual, emotional, pessimistic, optimistic, growth, blue-sky.

People & Change – CI as a change issue. Define change. Resistance to change. Active & passive resistance. Why people resist change. DREC change curve – denial, resistance, exploration, commitment. Impediments to commitment. Impact of uncertainty.

Leading Change – Change manager’s role. Leading people through DREC. Emotionally Intelligent leadership styles – directive, visionary, affiliation, collaborative, pacesetting, coaching. Collaboration – people don’t resist change they on resist being changed. Building a case for change.

Project Management – Defining projects. Setting deliverables – objectives, quality, cost, time. Project planning – task scheduling, prioritisation, parallel tasks, critical path analysis (CPA). Tools – Gantt & PERT Charts. Project control – risk analysis and contingency planning. Implementation, monitoring, measuring and evaluation.

CI Projects – Working in small teams, learners need to select a real CI project and demonstrate their understanding of Q & CI by applying the thinking to their project. Facilitate feedback and identify key learning points.

Options 

Programme can be adapted as either a 1 or 2 day workshop for 8 to 10 learners.