Continuous Improvement From Symptoms to Solutions

This two-day, instructor-led course builds confidence and capability in addressing recurring quality and performance issues through structured, team-based problem-solving methods. Rooted in continual improvement principles, it equips professionals to identify the right problems, analyze their causes, and implement actions that drive measurable and sustainable improvement.

Participants learn how to define problems with clarity, select appropriate tools, and guide collaborative efforts that move teams from symptoms to solutions. Tools introduced include Is/Is Not Analysis, 5 Whys, Cause-and-Effect Diagrams, Affinity Diagrams, Interrelationship Digraphs, Tree Diagrams, and Prioritization Matrices. The course emphasizes how to sequence and tailor these tools to different problem types and team dynamics.

In addition to tool use, the course emphasizes the practical application of concepts. Participants explore how to align problem-solving with PDCA cycles, quality systems, and broader organizational goals. Cultural and leadership factors are addressed to help participants foster accountability, engagement, and long-term results.

Ideal for professionals across departments and functions, this course provides a practical, repeatable approach to solving problems at their root. Participants leave with facilitation strategies, customizable templates, and a personal action plan they can apply immediately to support continual improvement in their organizations.

Learning Outcomes:

At the completion of this course, participants will be able to:

·       Write clear, focused problem statements that support cross-functional continual improvement efforts and reduce time spent on trial-and-error fixes.

·       Apply structured problem-solving tools such as Is/Is Not Analysis, 5 Whys, and Cause-and-Effect Diagrams to uncover systemic contributing factors to recurring issues.

·       Facilitate team-based improvement using visual tools like Affinity Diagrams and Interrelationship Digraphs to uncover root patterns, clarify priorities, and build ownership.

·       Use data-driven verification methods to confirm causes and ensure alignment between identified problems and continual improvement goals.

·       Develop targeted, sustainable corrective actions using Tree Diagrams and Prioritization Matrices that integrate effectively into improvement plans.

·       Embed structured problem-solving practices within PDCA cycles, quality systems, and ongoing continualimprovement initiatives to drive long-term results.

Who Should Attend:

This course is designed for professionals responsible for improving quality, resolving recurring issues, and leading structured problem-solving efforts in manufacturing and operational environments. It is especially valuable for individuals who want to build confidence in using continual improvement tools with their teams and foster a culture of collaboration, accountability, and sustainable improvement.

Ideal participants include:

  • Quality professionals and manufacturing engineers who want to deepen their skills in structured problem solving, data verification, and corrective action planning.
  • Operations and production supervisors who lead teams and are responsible for addressing persistent performance, process, or equipment challenges.
  • Continual improvement, Lean, and Six Sigma practitioners who are looking to strengthen their facilitation skills and expand their problem-solving toolkit.
  • Engineering, design, and process leaders who play a key role in cross-functional improvement initiatives focused on quality, cost, and delivery.
  • Emerging leaders and frontline managers who want to take a more active role in driving improvement and building a culture of accountability.

 

Participants represent a wide range of roles but share a common goal: to improve their ability to prevent recurring problems, engage teams in structured problem-solving, and achieve measurable, lasting improvements. This course helps build a shared language for continual improvement across functions and reinforces the habits and practices that sustain improvement efforts over time.

Future course dates coming soon!

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Course Details: RA00112

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Course Outline

`Module

Topic

Activities and Alignment to Course Learning Objectives

Module I

 

 

Foundations of Continual Improvement Thinking

·       Introduce continual improvement as a mindset for reducing waste and solving recurring problems at the system level.

·       Present the 8 Classes of Waste as a diagnostic tool for identifying improvement opportunities.

·       Connect visible symptoms to deeper systemic issues addressed through continualimprovement thinking.

Problem Statements and Descriptions

·       Emphasize the importance of clear, focused problem statements to guide effective continualimprovement efforts.

·       Practice framing problems in ways that avoid blame and promote team-based analysis.

Applying Is / Is Not Analysis

·       Apply Is / Is Not Analysis to define problem boundaries and avoid scope creep in continualimprovement projects.

·       Use structured comparisons to support shared team understanding and effective root cause exploration.

Using Cause and Effect Diagrams

·       Construct Cause and Effect Diagrams to visually map contributing factors.

·       Reinforce continual improvement principles by emphasizing logic, categorization, and collaboration in identifying systemic causes.

Team-Based Tools: Affinity and Interrelationship Diagrams

·       Use Affinity Diagrams to group ideas and identify themes during team brainstorming.

·       Apply Interrelationship Digraphs to uncover patterns and prioritize continual improvement efforts based on systemic impact.

Verifying the Root Cause

·       Practice confirming or eliminating potential causes using data and observation.

·       Support evidence-based thinking to ensure continual improvement efforts target the right root causes.

Module II

 

Tree Diagrams for Action Planning

·       Break complex issues into actionable steps using Tree Diagrams.

·       Clarify sequencing and responsibility to support structured continual improvement implementation.

Prioritization Matrices for Decision Making

·       Apply Prioritization Matrices to focus team energy on high-impact actions.

·       Use weighted criteria to align improvement efforts with strategic continual improvement goals.

Linking to PDCA and Quality Systems

·       Connect root cause findings to PDCA cycles, audits, and quality systems.

·       Emphasize sustainability, accountability, and follow-up mechanisms to support long-term,continual improvement success.

Capstone Workshop and Reflection

·       Apply the complete set of continualimprovement tools to a realistic case scenario.

·       Facilitate team collaboration to define problems, identify root causes, prioritize actions, and build an implementation plan.

·       Reflect on course learnings and identify next steps for applying continual improvement practices in participants' own work environments.

Instructor and Program Director

  • Instructor

    Terry Mann

    senior lecturer

    Terry Mann is a senior lecturer with the UW-Madison College of Engineering, and has an active consulting practice assisting companies in the implementation of ISO quality and environmental management system requirements. He is an Exemplar Global Principal QMS Auditor, EMS Auditor, Medical Device Auditor and Senior ASQ Certified Quality Auditor. Terry teaches courses on quality engineering topics, including ISO Standards, Six Sigma, operations management, statistical process control, design of experiments, cellular manufacturing, and facilities layout. He earned his Master of Science degree in Manufacturing Systems Engineering from the UW–Madison.

  • Program Director

    James Rink

Total Credits:

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