Measuring and Monitoring Customer Satisfaction

How to listen to the voice of your customers and the voice of your processes.

After attending this course you will be able to:


  • Explain how to develop customer-centric culture based on acomprehensive understanding of customer expectations.

  • Describe an approach for influencing and positioningcustomer expectations.

  • Demonstrate an ability to analyse the gap between customerexpectations and customer experience.

  • Outline a strategy for closing the gaps between customerexpectations and customer experience.

  • Explain how to motivate employees to deliver superiorcustomer service.

  • Outline a strategy for obtaining regular customer feedback.



Certificate in Operations Management

Successfully translate organisational goals into operational performance objectives. On this course you will:


  • Describe a general model of operations and define the purpose of Operations Management.

  • Explain the role of Operations Managers leading the operations team.

  • Outline the role of Operations Managers in developing, supporting and implementing Operations Strategy.

  • Translate Operations Strategy into Operations Performance objectives.

  • Describe how to develop effective approaches to managing the supply chain, minimising inventory and planning capacity.

  • Deploy a range of tools and techniques to deliver continuous improvement of operations processes



Quality Management and Business Performance

A strategic approach to Quality Management and Business Improvement.
After attending this course you will be able to:


  • Describe the key strategic Quality Managementmethodologies.

  • Outline the business case for adopting a QualityManagement Strategy.

  • Determine which of the alternative Quality ManagementStrategies would be most appropriate for your organisation.

  • Produce an implementation plan to embed QualityManagement methodologies.



ISO9001 and Beyond

Attending this course will introduce you to a range of improvement methodologies that take ISO9001 accreditation to new levels of effectiveness; they include:


  • Understanding and capturing the benefits of ISO9001

  • Embracing ISO9004, the standard that has been designed to take ISO9001 to a different, more strategic level

  • Leveraging complaints, strategically, using the ISO10002 standards;Using statistical techniques and the Six Sigma as strategic improvement methodology and how to achieve the ISO13053 standard

  • Applying Lean Thinking strategies to remove waste and improve business efficiencies

  • Using the EFQM Model as a benchmark for progress towards Excellence.



Coaching and Feedback for Performance

This course will help you to develop a management style and culture which delivers superior performance at all levels in your organisation while improving the morale of your workforce. During this course you will:


  • Identify specific ways to build a coaching atmosphere.

  • Discover techniques for introducing critical coaching aspects into your management style.

  • Develop motivation and communication skills that support your role as a coach.

  • Assess your present coaching style and its strengths and areas for improvement.

  • Explore the importance of coaching as a management skill.

  • Uncover your strengths as a coach.

  • Describe the techniques to improve performance effectively.

  • Demonstrate how to coach an employee.

  • Demonstrate an ability to give feedback.




John Adair's Action Centred Leadership (ACL) is widely used across the world in all sectors. Over 50 years more than one million managers have been trained using ACL - and it's more popular today than it has ever been.
During this course you will develop:


  • An awareness of the three areas of overlapping need present in all working groups: Task – Team - Individual.

  • An understanding of the functions required; the ability to recognise these functions when they are happening and the ability to be able to recognise when a situation demands them.

  • The skills to effectively perform the necessary functions.

  • A clear idea how these skills can be applied in the workplace.



LEAN Thinking

Lean is the term used to describe the production system developed by the Toyota company in the post World War II years. "Lean" comes from the ability to achieve more with less resource by the continuous elimination of waste.

The concept of Lean is not restricted to manufacturing, it is relevant to all sectors of the economy, public, private, retail, manufacturing, finance, health, etc. and applies to the whole enterprise, including support functions such as HR, Finance, IT as well as the company’s supply chain.
At the end of this course, you will be able to:


  • Outline the history and development of Lean.

  • Explain the principles of Lean.

  • Describe how to run a Lean Event and a Rapid Improvement Event.

  • Outline the role of a Lean Leader.

  • List the commonly occurring wastes in an operation and explain how to eliminate them.

  • Demonstrate an ability to construct process maps and Value Stream maps to improve process understanding.

  • Describe the importance of the human side of Lean operations, including how to manage competence, commitment and culture.

  • Describe how to manage resources to level demand.

  • Explain how to enhance the work place environment to improve operational efficiency.