Quality Assurance in Practice Training Course

Duration 10 days 18 modules · 65 contact hours
Level Intermediate Certificate on completion
Who attends Quality Assurance Officers, Operations Managers and others
Fee from USD 2,200 KSh 190,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 9 Nov 2026 Course code SD-QP-037

Before you join: Participants should have experience of a business, service, project or production process and be comfortable reading basic performance data such as volumes, defects, delays or customer complaints.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Quality assurance turns customer, regulatory and operational requirements into controlled work that produces consistent results. Many teams rely on final inspection, complaint handling or audit preparation after failures have already reached customers. This course addresses the earlier work: defining requirements, mapping processes, identifying risks, setting preventive controls, collecting valid evidence and responding effectively when performance shifts. Participants learn how to reduce variation, rework, service errors, nonconformities and avoidable cost while retaining clear accountability for quality.

The course covers the quality assurance methods used in manufacturing, banking operations, public services, healthcare support functions, logistics, infrastructure projects and shared-service centres. Participants work with ISO 9001 concepts, SIPOC, process mapping, CTQ trees, measurement plans, statistical process control, FMEA, control plans, internal auditing, 8D corrective action and supplier quality management. They learn to distinguish quality assurance from quality control, define meaningful measures, interpret quality data, test root causes and design controls that prevent recurrence.

Teaching combines short instructor briefings with practical case work, group analysis, audit simulations and structured application planning. From the first week, participants develop material based on a selected process, such as claims handling, procurement, customer onboarding, maintenance, payment processing or production release. By the end of the course, each participant has produced and presented a quality assurance plan containing a process map, requirements, risk analysis, control plan, measurement approach, audit arrangements and implementation roadmap.

The course suits professionals responsible for process performance, compliance evidence, operational quality, internal controls or continuous improvement. It is particularly useful where teams must demonstrate that quality is built into work rather than inspected only at the end.

What you will be able to do

  • Define customer and operational requirements using CTQ trees, specifications and acceptance criteria
  • Map end-to-end processes using SIPOC, swimlane diagrams and value stream measures
  • Design data collection plans, sampling methods and operational definitions for quality measures
  • Interpret run charts, Pareto charts, control charts and capability indices to assess process performance
  • Conduct Process FMEA and create control plans with preventive, detection and reaction controls
  • Plan and report internal audits using objective evidence, audit criteria and nonconformity statements
  • Investigate quality failures using 8D, Five Whys, fishbone diagrams and effectiveness checks
  • Produce a complete quality assurance plan for an operational process

Benefits of attending

For you

  • Ability to design preventive controls instead of relying on final inspection
  • Practical confidence interpreting quality charts and process variation
  • A repeatable method for investigating failures and preventing recurrence
  • Stronger audit interviewing, evidence review and finding-writing skills
  • A workplace-ready quality assurance plan for immediate use

For your organisation

  • Fewer recurring defects, service errors and avoidable rework costs
  • Clearer control ownership, escalation routes and evidence requirements
  • More reliable audit preparation and corrective-action follow-through
  • Earlier detection of process deterioration through meaningful quality measures
  • Better supplier, customer and internal stakeholder confidence in process performance

Course modules

18 modules over 10 days

Participants can distinguish quality assurance, quality control and inspection, and position quality within operational performance management.

  • Quality assurance, quality control and inspection distinguished by purpose and timing
  • Cost of quality classified into prevention, appraisal, failure and opportunity costs
  • Customer requirements translated into critical-to-quality characteristics and acceptance criteria
  • Process owners, customers and suppliers mapped using SIPOC boundaries
  • PDCA cycle linked to operational controls, improvement and management review
  • Quality policy, objectives and process measures aligned to business priorities

Participants can translate customer needs and contractual obligations into measurable quality requirements.

  • Voice of customer captured through interviews, complaints, service data and observation
  • Kano model separates basic, performance and attractive service requirements
  • Requirements specification defines tolerances, response times, documentation and approval criteria
  • CTQ trees convert customer needs into measurable process and product characteristics
  • Operational definitions remove ambiguity from defect categories and measurement rules
  • Traceability matrix links requirements, controls, evidence and acceptance decisions

Participants can map a process, identify handoffs and establish control points for consistent execution.

  • SIPOC confirms scope before detailed process mapping begins
  • Swimlane maps show handoffs, responsibilities, rework loops and decision points
  • Value stream maps quantify lead time, queue time and process time
  • Process boundaries set clear start events, end events and exclusions
  • Standard work documents sequence, method, timing and expected output
  • Control points placed where errors can be prevented or detected

Participants can design a data collection approach that produces credible quality evidence.

  • Data collection plans specify purpose, source, owner, frequency and definitions
  • Attribute and variable data selected for the quality question
  • Sampling plans balance confidence, risk, inspection cost and disruption
  • Check sheets capture defect type, location, shift and occurrence patterns
  • Measurement system analysis tests accuracy, precision, bias and repeatability
  • Data integrity checks identify missing values, duplicates and inconsistent classifications

Participants can use core quality charts to prioritise problems and test possible causes.

  • Run charts distinguish routine variation from signals requiring investigation
  • Pareto charts rank defect categories using frequency, cost or customer impact
  • Histograms reveal distribution shape, spread, central tendency and unusual values
  • Scatter diagrams test suspected relationships before assigning cause and effect
  • Stratification separates results by supplier, product, team, location or shift
  • Five Why analysis records evidence rather than assumed causal links

Participants can interpret process variation and select suitable control charts for operational data.

  • Common-cause and special-cause variation guide appropriate management responses
  • Control charts use centre lines, limits and rational subgrouping
  • X-bar and R charts monitor variable data from stable processes
  • p and c charts monitor defect proportions and defect counts
  • Western Electric rules identify non-random control chart signals
  • Capability indices Cp and Cpk compare process spread with specification limits

Participants can identify quality risks and prioritise preventive controls using Process FMEA.

  • Process FMEA identifies failure modes, effects, causes and existing controls
  • Severity, occurrence and detection ratings prioritise quality risks consistently
  • Action priority method focuses treatment on significant FMEA findings
  • Preventive controls reduce failure likelihood before work reaches customers
  • Detection controls identify nonconforming outputs before release or handover
  • Risk registers assign owners, due dates, residual ratings and escalation triggers

Participants can create control plans that connect requirements, measurement, action and documented evidence.

  • Control plans connect CTQs, specifications, sampling, reaction plans and records
  • Acceptance sampling plans define lot size, sample size and decisions
  • First-article inspection verifies readiness before routine production or service delivery
  • Reaction plans specify containment, notification, investigation and restart criteria
  • Calibration schedules protect measurement traceability and equipment fitness
  • Documented evidence supports release decisions, traceability and customer assurance

Participants can apply ISO 9001 process-management principles to a quality assurance system.

  • ISO 9001 process approach links inputs, activities, outputs and measures
  • Documented information controlled through approval, versioning, access and retention
  • Quality objectives expressed with targets, owners, deadlines and review cycles
  • Internal context, interested parties and scope inform system boundaries
  • Management review evaluates performance, risks, resources and improvement actions
  • Nonconformity handling follows correction, corrective action and effectiveness verification

Participants can plan, conduct and document an internal quality audit using objective evidence.

  • Audit programmes prioritise processes using risk, performance and change history
  • Audit criteria drawn from procedures, contracts, standards and regulations
  • Opening meetings establish scope, methods, timing and communication routes
  • Interview questioning tests understanding, practice and consistency without leading witnesses
  • Objective evidence sampled from records, observation, interviews and system data
  • Findings written as requirement, evidence and clear nonconformity statement

Participants can investigate nonconformities and verify that corrective actions address proven causes.

  • Containment actions protect customers while root-cause investigation proceeds
  • 8D structure organises team roles, problem definition and corrective actions
  • Fishbone diagrams test people, methods, materials, machines, measurement and environment
  • Fault tree analysis traces top events through logical contributing failures
  • Corrective actions address verified causes rather than symptoms or blame
  • Effectiveness checks confirm recurrence risk has fallen after implementation

Participants can define and monitor supplier controls proportionate to quality risk and criticality.

  • Supplier qualification assesses capability, capacity, controls, certification and performance history
  • Quality agreements define specifications, change notification, records and escalation
  • Incoming inspection matched to supplier risk, criticality and performance
  • Supplier scorecards track defects, delivery, responsiveness and corrective-action closure
  • Supplier audits examine process controls, traceability, competence and change management
  • Escalation paths govern concessions, deviations, containment and recovery commitments

Participants can adapt quality assurance methods for transaction-based and customer-facing service processes.

  • Service blueprints map customer actions, frontstage work, backstage work and failures
  • Error-proofing applies prompts, validation rules, forced choices and workflow constraints
  • Queue measures connect waiting time, abandonment, capacity and service standards
  • Case sampling reviews accuracy, completeness, timeliness and policy adherence
  • Complaint coding identifies recurring failure modes and customer-impact patterns
  • Digital workflow controls manage approvals, access rights and audit trails

Participants can structure improvement work and sustain approved changes through standardisation and control.

  • DMAIC frames improvement work from problem definition through control
  • A3 reports connect background, current condition, analysis, countermeasures and follow-up
  • Kaizen events target waste, flow interruptions and recurring quality losses
  • Standardisation locks proven changes into procedures, training and visual controls
  • Pilot plans test changes with measures, risks, owners and exit criteria
  • Benefit tracking separates realised savings, avoided loss and service gains

Participants can define competence, accountability and leadership routines that support reliable quality performance.

  • Competence matrices identify required skills, authorisations, gaps and reassessment dates
  • Training effectiveness evaluated through observation, assessment and performance evidence
  • Quality culture reinforced through leader standard work and visible escalation
  • Accountability matrices clarify approval rights, control ownership and decision authority
  • Shift handover routines preserve status, exceptions, risks and outstanding actions
  • Human error analysis distinguishes slips, mistakes, violations and system conditions

Participants can design quality dashboards and review routines that lead to timely management action.

  • Balanced quality dashboards combine customer, process, compliance and cost indicators
  • Leading indicators identify control weakness before customer failures occur
  • Trailing indicators quantify defects, complaints, rework, returns and audit findings
  • Thresholds and escalation rules turn measures into timely management action
  • Data visualisation shows trends, variation, targets and unresolved exceptions
  • Monthly quality reviews assign decisions, actions, owners and due dates

Participants can plan the governance, resources, milestones and change actions needed to implement quality controls.

  • Quality assurance roadmap sequences governance, controls, training, audits and reviews
  • Stakeholder analysis identifies sponsors, process owners, users and affected partners
  • RACI matrices allocate accountability for controls, evidence, approvals and escalation
  • Change impact assessments address systems, roles, documents, skills and suppliers
  • Implementation plans specify milestones, dependencies, resources, risks and communications
  • Benefits realisation measures quality, cost, delivery and customer outcomes

Participants can build, review and present a complete quality assurance plan for a defined operational process.

  • Problem statement defines process scope, customers, requirements and current performance
  • Process map identifies handoffs, CTQs, risks and priority control points
  • Measurement plan specifies operational definitions, sampling, owners and reporting cadence
  • FMEA and control plan set prevention, detection and reaction actions
  • Audit and corrective-action arrangements establish evidence, escalation and follow-up
  • Implementation roadmap presents governance, milestones, resources and effectiveness measures

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. CTQ requirements specification template
  2. Process map and SIPOC model
  3. Quality data collection plan
  4. Process FMEA and control plan
  5. Internal audit checklist and finding record
  6. Quality assurance implementation roadmap

Who should attend

  • Quality Assurance Officers — need practical methods for building and maintaining process controls
  • Operations Managers — need evidence that service or production processes meet requirements
  • Process Improvement Specialists — need quality tools for diagnosing variation and sustaining changes
  • Internal Auditors — need stronger process, evidence and corrective-action analysis skills
  • Compliance Managers — need to connect requirements, controls, records and management review
  • Team Leaders and Supervisors — need to manage daily quality measures, exceptions and escalation

Skills and tools covered

Process quality planningStatistical process controlQuality risk analysisInternal audit practiceCorrective action managementSupplier quality control

Tools and standards

ISO 9001, PDCA, Process FMEA, Statistical Process Control

How the course runs

Training methodology

The course uses short briefings to introduce each method, followed by case analysis, facilitated group work, data interpretation and audit simulations. Participants apply tools to a selected workplace process or a realistic operational case. They build process maps, FMEAs, control plans, audit evidence records and corrective-action documents in stages. Instructor feedback focuses on practical decisions: what to measure, where to control, how to escalate and how to prove that actions have worked. The final sessions are devoted to consolidating and presenting a quality assurance plan.

Requirements and prerequisites

Participants should have experience of a business, service, project or production process and be comfortable reading basic performance data such as volumes, defects, delays or customer complaints. Familiarity with procedures, work instructions, audits or operational reporting is helpful but not essential. Participants should be able to discuss a process from their own workplace or a supplied case. Prior knowledge of ISO 9001, statistical process control, Lean, Six Sigma or formal auditing is not required. Advanced mathematics, specialist software and previous quality certification are not required.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should understand the basic workflow of a business, service, project or production process. No prior training in ISO 9001, Lean, Six Sigma, auditing or statistics is required.

Bring details of a process you know well, including its customers, main steps, common errors and available performance data. You may also bring blank or approved versions of workplace procedures, dashboards or audit records where organisational policy permits.

The course is intended for quality, operations, compliance, audit and improvement professionals with responsibility for process performance. It also suits supervisors and managers who need stronger control of recurring errors, service failures or nonconformities.

Quality control courses often focus on inspection and checking finished output, while this course focuses on building controls into the process. Lean Six Sigma programmes usually place greater emphasis on waste reduction and statistical improvement projects; this course concentrates on assurance systems, audits, risk controls and corrective action.

Participants develop a quality assurance plan for a workplace process or realistic case throughout the course. The resulting process map, FMEA, control plan, measures and audit arrangements can be adapted for local approval and implementation.

Each training day runs from 08:30 to 16:30 and provides about 6.5 contact hours. The first part builds core methods and working documents, while the second part applies deeper analysis, auditing, improvement planning and the final capstone presentation.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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