Strategic Quality Management Training Course

Participants can establish governance arrangements that make quality controls owned, reviewed and improved.

• Quality management system architecture: policies, processes, procedures and records
• RACI matrices for process ownership, assurance, escalation and corrective action
• Three lines model applied to quality assurance and operational control
• Document control rules for approved versions, retention and traceability
• Internal audit programmes based on process risk and performance evidence
• Corrective action governance using containment, root cause and effectiveness checks

Participants can convert stakeholder needs into measurable quality requirements and service standards.

• Voice of customer sources: complaints, interviews, surveys and journey data
• Kano model distinguishing basic, performance and attractive requirements
• Critical-to-quality trees linking stakeholder needs to measurable specifications
• Quality function deployment matrices prioritising requirements against technical responses
• Service-level agreements defined through timeliness, accuracy, availability and resolution
• Complaint coding structures revealing recurring failure modes and demand patterns

Participants can design process controls around customer value, hand-offs and potential failure points.

• SIPOC diagrams defining suppliers, inputs, process boundaries, outputs and customers
• Value stream maps exposing delays, queues, rework loops and hand-offs
• Turtle diagrams linking process inputs, resources, controls and measures
• Standard work specifications defining sequence, tolerances, roles and evidence
• Control points placed before irreversible errors, release decisions and customer impact
• Process ownership models connecting end-to-end accountability with functional responsibilities

Participants can select, interpret and review quality measures that reveal process stability and capability.

• Leading and lagging quality indicators linked through cause-and-effect logic
• Balanced scorecards combining customer, process, people and financial measures
• Operational definitions ensuring consistent data collection and defect classification
• Run charts used to identify shifts, trends and non-random variation
• Control charts distinguishing common-cause variation from special-cause signals
• Process capability indices Cp and Cpk compared with specification limits
• Dashboard thresholds, escalation triggers and review frequencies matched to risk

Participants can assess quality risks and specify preventive controls before failures reach customers.

• Risk-based thinking integrated into process planning and management review
• Failure modes and effects analysis scoring severity, occurrence and detection
• Risk priority numbers challenged through action ownership and residual-risk review
• Control plans specifying checks, methods, frequencies, tolerances and reaction plans
• Poka-yoke devices preventing errors through physical, digital or procedural design
• Bow-tie analysis connecting causes, preventive barriers, consequences and recovery controls

Participants can select and govern structured improvement methods for priority quality problems.

• PDCA cycles used for controlled testing, learning and standardisation
• DMAIC phases applied to chronic defects and process capability gaps
• A3 problem-solving reports structuring facts, analysis, countermeasures and follow-up
• Pareto analysis separating vital few causes from trivial many
• Five Whys and fishbone diagrams tested against evidence, not opinion
• Kaizen events scoped around flow, waste removal and standard work
• Improvement charters defining problem statements, benefits, sponsors and boundaries

Participants can manage supplier quality through risk-based qualification, monitoring and corrective action.

• Supplier segmentation based on criticality, spend, substitutability and failure consequences
• Prequalification criteria covering capability, certifications, capacity and past performance
• Supplier quality agreements defining specifications, acceptance criteria and notification duties
• Incoming inspection plans matched to supplier risk and process capability
• Supplier scorecards tracking defects, delivery, responsiveness and corrective-action closure
• SCAR processes requiring containment, root cause, action and verification evidence

Participants can quantify quality performance and present priorities for informed management decisions.

• Cost of quality categories: prevention, appraisal, internal failure and external failure
• Cost-of-poor-quality calculations using rework, scrap, warranty and complaint data
• Benefits cases separating cashable savings, capacity release and risk avoidance
• Quality review packs linking metrics, risks, audits and improvement status
• Escalation criteria for customer impact, regulatory exposure and repeated control failure
• Executive narratives presenting quality decisions, trade-offs and required resources

Participants can create a phased quality deployment plan with accountable governance and review milestones.

• Current-state assessment against strategy, process control, data and capability
• Maturity models used to sequence quality system improvement priorities
• Ninety-day plans assigning actions, owners, milestones and evidence requirements
• Stakeholder mapping for executive sponsors, process owners, users and auditors
• Change communication plans explaining new controls, measures and accountabilities
• Monthly review cadence tracking implementation progress, benefits and emerging risks
• Standardisation plans embedding successful improvements into controlled documentation