MANAGING CHANGE AND CONTINUAL IMPROVEMENT

COURSE CODE: 1740

COURSE DURATION: 24 HOURS

ASSESSMENT: ONE HOUR MULTIPLE CHOICE EXAMINATION

RECOMMENDED PRIOR KNOWLEDGE: FD104 INTRODUCTION TO CHANGE MANAGEMENT AND FD106 INTRODUCTION TO PROCESS DESIGN

Gain a thorough understanding of how to implement and manage organisational change and continual improvement processes with this course. Delegates will develop the practical skills and ability to lead teams in the deployment of improvement approaches, focusing on key tools, techniques and methodologies for facilitating and supporting organisational change. This course includes a 1 hour examination and on successful completion, delegates will be awarded a certificate of achievement in practitioner level – Managing Change and Continual Improvement.

This course is designed for those who are practising in quality and aspire towards middle management.

• Process management overview:
  • Relationship between standardisation, performance management and continual improvement.
  • PDCA
  • Prioritisation of improvement activities and targets in line with organisational strategy and needs
  • The use of data and metrics in process improvement
• Management techniques for continual improvement:
  • Understanding the impact of localised process improvement on the larger organisational system
  • Structure and use of a method of problem solving, such as 3C, 8D and A3
  • Process review – agendas, roles and outputs
  • Process waste (Lean 8 Wastes descriptions and typical examples)
  • Visual management – use of visual management in identification risks, opportunities and improvements, and tracking of the resulting action plans
• Overview of improvement methodologies (approaches) and their application:
  • Improvement cycles (DMAIC and PDCA)
  • Lean
  • DMADV
  • Total Quality Management
  • Kaizen
  • Innovation
  • Reorganisation
• Roles in change management:
  • Change agent
  • Sponsor
• Key improvement techniques:
  • Identification and elimination of process wastes
  • Identification of causes of variation and variation reduction
• Approaches to building readiness for change: stakeholder, process owner, process manager, process operator, planning and influencing:
  • Kübler-Ross change curve
  • Kotter and Schlesinger resistance to change approaches
  • Construction and use of a stakeholder matrix (for example, simple four box with power vs interest) and the process to identify, prioritise and develop plans for stakeholder engagement
• Effective communications and visual management:
  • Charters
  • RACI
  • Communication plan/matrix

Contact QM&T by sending an email to help@qmt.co.uk