Be the first to know when new training courses are scheduled or dates are updated.
We run this course regularly across Nairobi, Mombasa, Kampala, Dar es Salaam, Kigali, Johannesburg, Dubai, Singapore, China and many more locations. The next intake dates will be published here shortly.
Need it sooner? Reach out and we'll fast-track a session for you or your team.
Prefer email? Submit a scheduling request and we'll get back to you shortly.
The Operational Excellence Executive Training Course is a comprehensive executive development programme designed to equip Chief Executive Officers, board members, executive directors, operations leaders, senior managers, policymakers, and organisational decision-makers with advanced competencies for improving operational performance, productivity, quality, efficiency, customer value, cost effectiveness, and sustainable organisational results. The course integrates operational excellence, operations strategy, Lean management, Six Sigma, continuous improvement, business process management, process optimisation, productivity management, quality management, performance management, supply chain excellence, digital transformation, Artificial Intelligence, automation, data analytics, organisational resilience, and strategic execution. Participants learn how to align operational priorities with corporate strategy, identify performance gaps, eliminate waste, reduce process variation, optimise organisational resources, strengthen service delivery, improve customer experience, and establish a culture of disciplined continuous improvement across public, private, nonprofit, and development-sector organisations.
The programme provides practical frameworks and executive tools for analysing, redesigning, standardising, measuring, and continuously improving organisational processes. Participants examine process mapping, value stream mapping, Lean principles, Six Sigma DMAIC, root-cause analysis, Kaizen, 5S, process standardisation, bottleneck analysis, capacity management, workflow optimisation, quality management, benchmarking, performance dashboards, Key Performance Indicators, and problem-solving methodologies. Particular emphasis is placed on identifying activities that create customer and stakeholder value, eliminating non-value-adding activities, reducing delays, errors, rework, unnecessary movement, excessive inventories, duplicated processes, poor handoffs, underutilised talent, and other sources of operational inefficiency. Executives learn to translate operational data into strategic decisions concerning resources, technology, workforce capability, service levels, process design, investments, and performance improvement priorities.
The Operational Excellence Executive Training Course further examines digital operations and the strategic application of Artificial Intelligence, Generative AI, robotic process automation, workflow automation, predictive analytics, business intelligence, Internet of Things, cloud platforms, process mining, digital dashboards, and other emerging technologies. Participants learn how executives can identify automation opportunities, develop digital operating models, improve data-driven decision-making, predict operational risks, optimise capacity, strengthen supply chains, enhance customer experience, and improve organisational productivity while maintaining cybersecurity, data governance, ethical standards, human oversight, and organisational accountability. The programme also addresses operational risk management, business continuity, quality assurance, supplier performance, workforce productivity, asset utilisation, service reliability, organisational agility, and resilience against operational disruptions.
Achieving sustainable operational excellence requires leadership commitment, organisational culture, employee engagement, governance, performance discipline, innovation, and continuous learning. The course therefore strengthens executive capability to establish operational excellence governance, define performance expectations, develop improvement portfolios, mobilise cross-functional teams, manage organisational change, monitor operational KPIs, evaluate benefits, recognise performance, and institutionalise continuous improvement. Through executive presentations, process-improvement exercises, operational simulations, value-stream analysis, problem-solving workshops, collaborative activities, facilitated discussions, and relevant general case studies, participants develop a practical Operational Excellence Executive Action Plan integrating strategic priorities, processes, Lean improvement, Six Sigma, digital transformation, workforce capability, operational risks, performance indicators, governance, benefits realisation, and an implementation roadmap.
By the end of the Operational Excellence Executive Training Course, participants will be able to:
1. Understand operational excellence, operations strategy, Lean management, Six Sigma, continuous improvement, business process management, quality management, and their contribution to organisational performance.
2. Align operational priorities, processes, resources, workforce capabilities, technology, service delivery, and performance measures with corporate strategy and stakeholder expectations.
3. Analyse and redesign organisational processes using process mapping, value stream mapping, workflow analysis, bottleneck analysis, root-cause analysis, and process optimisation techniques.
4. Apply Lean principles to identify and eliminate waste, improve process flow, reduce delays, optimise resources, increase productivity, and strengthen customer and stakeholder value.
5. Apply Six Sigma and DMAIC principles to reduce process variation, defects, errors, rework, service failures, and other causes of inconsistent organisational performance.
6. Develop effective operational KPIs, performance dashboards, productivity measures, quality indicators, service-level measures, and continuous improvement metrics.
7. Apply Artificial Intelligence, automation, process mining, data analytics, digital dashboards, and emerging technologies to improve operational performance and executive decision-making.
8. Strengthen operational risk management, business continuity, supply chain resilience, quality assurance, capacity management, and organisational preparedness.
9. Build a continuous improvement culture through executive leadership, employee engagement, cross-functional collaboration, innovation, accountability, and structured problem-solving.
10. Develop a practical Operational Excellence Executive Action Plan that improves productivity, efficiency, quality, customer value, cost effectiveness, resilience, and sustainable organisational performance.
Organizations whose executives participate in this training will benefit through:
1. Improved operational efficiency, productivity, service delivery, quality, resource utilisation, customer experience, and organisational performance.
2. Reduced operational costs through elimination of waste, unnecessary activities, duplication, delays, defects, rework, process inefficiencies, and inappropriate resource utilisation.
3. Stronger alignment between corporate strategy and operational processes, workforce capabilities, technology investments, performance measures, service standards, and improvement priorities.
4. Improved process performance through Lean management, Six Sigma, business process management, workflow optimisation, standardisation, root-cause analysis, and continuous improvement.
5. Enhanced customer and stakeholder satisfaction through improved service quality, responsiveness, reliability, consistency, accessibility, process speed, and value delivery.
6. Better operational decisions through performance analytics, Artificial Intelligence, process mining, business intelligence, digital dashboards, predictive analytics, and evidence-based management.
7. Stronger operational resilience through risk management, business continuity, capacity planning, supply chain management, contingency planning, and organisational agility.
8. Increased employee engagement and problem-solving capability through continuous improvement teams, Lean leadership, cross-functional collaboration, innovation, accountability, and skills development.
9. Improved management visibility through operational KPIs, executive dashboards, quality measures, productivity indicators, service-level metrics, benchmarking, and structured performance reviews.
10. Enhanced organisational competitiveness, profitability, institutional effectiveness, innovation, strategic execution, operational resilience, stakeholder confidence, and sustainable long-term value creation.
The Operational Excellence Executive Training Course is designed for Board Members, Chief Executive Officers (CEOs), Managing Directors, Executive Directors, Directors, Deputy Directors, Commissioners, Permanent Secretaries, Principal Secretaries, Chief Operating Officers (COOs), Chief Strategy Officers, Chief Financial Officers (CFOs), Chief Technology Officers (CTOs), Chief Information Officers (CIOs), operations directors, strategy directors, quality directors, supply chain directors, procurement directors, manufacturing directors, service delivery directors, engineering directors, logistics directors, digital transformation directors, programme directors, project directors, regional directors, country directors, heads of departments, business unit leaders, operations managers, quality managers, process improvement managers, Lean and Six Sigma professionals, supply chain managers, logistics managers, productivity managers, transformation managers, programme managers, project managers, public-sector executives, financial institution executives, NGO executives, development-sector leaders, consultants, entrepreneurs, institutional managers, and other senior professionals responsible for operations, productivity, quality, service delivery, process improvement, transformation, or organisational performance.
1. Understanding operational excellence, operations management, operational strategy, organisational effectiveness, productivity, efficiency, quality, customer value, and continuous improvement.
2. Aligning operational excellence with organisational vision, mission, corporate strategy, strategic objectives, customer expectations, stakeholder requirements, and long-term value creation.
3. Assessing organisational operational maturity across processes, people, technology, leadership, governance, data, quality, customer experience, risk, and continuous improvement.
4. Defining operational priorities covering cost, quality, speed, flexibility, reliability, productivity, innovation, sustainability, customer value, and organisational resilience.
5. Establishing executive governance for operational excellence through leadership sponsorship, accountability, decision rights, improvement structures, resource allocation, performance reviews, and organisational communication.
6. Executive Case Study: Developing an operational excellence strategy for an organisation experiencing rising operating costs, declining productivity, inconsistent service quality, customer complaints, process delays, and fragmented improvement initiatives.
1. Understanding business process management, process architecture, end-to-end processes, workflows, activities, inputs, outputs, customers, suppliers, process owners, controls, and performance requirements.
2. Applying process mapping techniques including flowcharts, SIPOC diagrams, swimlane diagrams, service blueprints, customer journeys, and end-to-end process maps.
3. Identifying bottlenecks, duplication, unnecessary approvals, handoff failures, delays, process complexity, information gaps, rework, capacity constraints, and non-value-adding activities.
4. Redesigning processes through simplification, standardisation, integration, elimination, automation, parallel processing, role clarification, improved controls, and customer-centred design.
5. Establishing process ownership, performance standards, service-level requirements, documentation, governance, controls, accountability, measurement, and continuous improvement.
6. Executive Case Study: Redesigning an approval process where excessive management layers, duplicated documentation, manual handoffs, unclear responsibilities, and inconsistent decision criteria create significant service delays.
1. Understanding Lean management principles covering customer value, value streams, process flow, pull systems, waste elimination, standardisation, employee involvement, and continuous improvement.
2. Identifying operational waste including defects, overproduction, waiting, unused employee talent, transportation, inventory, unnecessary movement, excessive processing, duplication, and avoidable complexity.
3. Applying value stream mapping to understand current-state processes, identify waste, analyse process flow, measure lead times, identify constraints, and design improved future-state processes.
4. Applying 5S, visual management, standard work, workplace organisation, mistake-proofing, flow improvement, workload balancing, and other practical Lean techniques.
5. Establishing Kaizen and continuous improvement mechanisms through employee ideas, improvement events, daily management, problem-solving teams, performance boards, leadership support, and learning.
6. Executive Case Study: Applying Lean principles to an organisation where customers experience long waiting times despite employees appearing continuously busy and management repeatedly increasing staffing levels.
1. Understanding Six Sigma principles, process variation, defects, customer requirements, Critical-to-Quality measures, process capability, quality costs, and evidence-based improvement.
2. Applying the DMAIC methodology covering Define, Measure, Analyse, Improve, and Control stages to structured operational improvement projects.
3. Applying root-cause analysis using Five Whys, cause-and-effect diagrams, Pareto analysis, process analysis, data analysis, problem trees, and structured investigation.
4. Establishing quality management systems covering quality standards, procedures, controls, assurance, inspections, audits, corrective actions, preventive actions, documentation, and accountability.
5. Developing process controls, standard operating procedures, control plans, quality indicators, monitoring mechanisms, escalation thresholds, and corrective-action systems.
6. Executive Case Study: Applying DMAIC to a service process characterised by frequent errors, customer complaints, inconsistent turnaround times, repeated corrective work, and significant variation between departments.
1. Understanding organisational productivity, labour productivity, process productivity, asset productivity, resource utilisation, efficiency, effectiveness, throughput, capacity, and performance.
2. Conducting capacity analysis covering demand, available resources, workloads, staffing, equipment, facilities, process constraints, utilisation, peak requirements, and service expectations.
3. Improving workforce productivity through role clarity, competency development, process improvement, technology enablement, workload management, employee engagement, performance management, and effective supervision.
4. Optimising asset, equipment, facility, financial, technological, and organisational resources through utilisation analysis, maintenance planning, scheduling, demand management, and investment prioritisation.
5. Applying productivity measures, benchmarking, performance ratios, unit-cost analysis, efficiency indicators, throughput measures, utilisation rates, and executive dashboards.
6. Executive Case Study: Addressing declining productivity where workforce numbers and operating expenditure continue increasing while service volumes, turnaround times, asset utilisation, and customer satisfaction deteriorate.
1. Translating operational strategy into measurable objectives, Key Performance Indicators, targets, service levels, milestones, productivity measures, quality indicators, and expected outcomes.
2. Developing operational KPIs covering cost, quality, productivity, delivery, turnaround time, capacity, utilisation, customer experience, employee performance, safety, risk, and continuous improvement.
3. Distinguishing leading and lagging indicators and developing balanced operational scorecards that provide early warning as well as historical performance information.
4. Designing executive operational dashboards containing targets, actual results, variances, trends, forecasts, exceptions, risks, improvement actions, and management commentary.
5. Conducting operational performance reviews through variance analysis, benchmarking, trend analysis, root-cause investigation, corrective action, accountability, and continuous follow-up.
6. Executive Case Study: Redesigning an executive dashboard containing excessive operational indicators but providing senior leadership with limited insight into productivity, customer experience, cost, quality, risks, and strategic performance.
1. Understanding digital operational excellence and the role of Artificial Intelligence, Generative AI, automation, robotic process automation, process mining, data analytics, cloud platforms, and Internet of Things.
2. Identifying automation opportunities by analysing repetitive tasks, transaction volumes, process rules, manual handoffs, data requirements, customer interactions, error rates, costs, and potential benefits.
3. Applying process mining and operational analytics to discover actual process flows, identify bottlenecks, analyse variations, detect compliance gaps, and prioritise improvement opportunities.
4. Applying Artificial Intelligence and predictive analytics to demand forecasting, capacity planning, maintenance, customer service, quality management, supply chains, risk identification, and operational decision-making.
5. Establishing responsible digital operations governance covering cybersecurity, privacy, data quality, system reliability, human oversight, ethics, regulatory compliance, technology risk, and accountability.
6. Executive Case Study: Evaluating an automation programme designed to reduce operating costs and turnaround times while managing workforce implications, cybersecurity risks, implementation costs, data-quality challenges, and customer-service requirements.
1. Understanding end-to-end supply chain management covering demand planning, sourcing, procurement, supplier management, inventory, warehousing, logistics, distribution, customer fulfilment, and supply chain performance.
2. Developing strategic sourcing and supplier-management approaches based on total cost, quality, reliability, capacity, innovation, risk, service levels, sustainability, and strategic importance.
3. Optimising inventory through demand forecasting, inventory classification, reorder strategies, safety stock, lead-time management, stock accuracy, working-capital considerations, and service requirements.
4. Improving logistics and distribution through network optimisation, transportation planning, scheduling, route management, warehouse efficiency, delivery performance, technology, and performance monitoring.
5. Strengthening supply chain resilience through supplier diversification, contingency planning, critical-material analysis, alternative sourcing, risk monitoring, scenario planning, and business continuity.
6. Executive Case Study: Responding to supply chain disruptions affecting critical materials, supplier reliability, inventory availability, customer delivery, operating costs, and organisational service continuity.
1. Understanding customer and stakeholder value, customer expectations, service quality, customer experience, customer journeys, service standards, satisfaction, loyalty, and organisational reputation.
2. Mapping customer journeys to identify customer needs, interactions, pain points, delays, service failures, communication gaps, unnecessary effort, and opportunities for service improvement.
3. Establishing service standards covering responsiveness, reliability, accuracy, accessibility, turnaround time, communication, professionalism, problem resolution, and customer feedback.
4. Using Voice of the Customer information, surveys, complaints, service data, interviews, digital feedback, stakeholder engagement, and operational analytics to identify improvement priorities.
5. Integrating customer experience with process improvement, workforce development, digital transformation, performance management, innovation, service design, and organisational culture.
6. Executive Case Study: Improving customer experience in an organisation where service standards appear satisfactory internally but customer complaints, repeat visits, waiting times, and service abandonment continue increasing.
1. Identifying operational risks associated with processes, people, technology, suppliers, facilities, data, cybersecurity, quality, safety, regulatory requirements, fraud, and external disruptions.
2. Assessing operational risks using likelihood, impact, velocity, duration, dependencies, controls, residual exposure, risk appetite, and potential organisational consequences.
3. Developing operational controls, Key Risk Indicators, escalation thresholds, monitoring systems, incident-management procedures, corrective actions, and executive risk reporting.
4. Conducting business impact analysis to identify critical processes, essential services, dependencies, recovery priorities, minimum resource requirements, and acceptable disruption periods.
5. Developing business continuity, contingency, disaster recovery, supply chain resilience, workforce continuity, technology recovery, communication, and operational recovery arrangements.
6. Executive Case Study: Maintaining critical organisational services following simultaneous technology failure, supplier disruption, workforce shortages, customer pressure, and reputational concerns.
1. Understanding the executive leadership behaviours required to build a culture of operational excellence, accountability, continuous improvement, customer focus, collaboration, innovation, learning, and disciplined execution.
2. Engaging employees in operational improvement through communication, participation, problem-solving teams, improvement suggestions, Kaizen events, cross-functional collaboration, recognition, and capability development.
3. Managing resistance to operational change through stakeholder analysis, communication, employee involvement, leadership alignment, training, coaching, quick wins, reinforcement, and transparent performance evidence.
4. Developing operational excellence competencies through Lean training, Six Sigma capability, process management, analytical skills, problem solving, digital skills, leadership development, and knowledge sharing.
5. Aligning performance management, recognition, rewards, organisational structures, management routines, decision rights, policies, and leadership accountability with operational excellence objectives.
6. Executive Case Study: Transforming an organisation where previous improvement programmes failed because senior leaders delegated responsibility, employees viewed initiatives as temporary projects, departments resisted collaboration, and improvements were not sustained.
1. Establishing continuous improvement portfolios containing prioritised improvement projects, strategic objectives, executive sponsors, accountable owners, resources, timelines, expected benefits, risks, and performance measures.
2. Evaluating operational improvement initiatives through cost reduction, productivity gains, quality improvement, customer outcomes, process speed, capacity improvement, risk reduction, employee experience, and strategic contribution.
3. Establishing benefits-realisation mechanisms covering baselines, targets, financial benefits, non-financial benefits, accountable owners, measurement methods, verification, reporting, and sustainability.
4. Conducting operational excellence maturity reviews through benchmarking, process assessments, employee feedback, customer evidence, performance analytics, audit findings, leadership reviews, and organisational learning.
5. Institutionalising operational excellence through management systems, governance, standard work, performance reviews, digital dashboards, employee involvement, capability development, recognition, knowledge management, and continuous learning.
6. Executive Case Study and Capstone Exercise: Developing and presenting a comprehensive Operational Excellence Executive Action Plan integrating operational strategy, process optimisation, Lean management, Six Sigma, productivity, KPIs, Artificial Intelligence, automation, supply chain excellence, customer experience, operational risk, leadership, continuous improvement, benefits realisation, and a 90-day implementation roadmap.
1. Customized Training: All our courses can be tailored to meet the specific needs of participants.
2. Language Proficiency: Participants should have a good command of the English language.
3. Comprehensive Learning: Our training includes well-structured presentations, practical exercises, web-based tutorials, and collaborative group work. Our facilitators are seasoned experts with over a decade of experience.
4. Certification: Upon successful completion of training, participants will receive a certificate from Foscore Development Center (FDC-K).
5. Training Locations: Training sessions are conducted at Foscore Development Center (FDC-K) centers. We also offer options for in-house and online training, customized to the client's schedule.
6. Flexible Duration: Course durations are adaptable, and content can be adjusted to fit the required number of days.
7. Onsite Training Inclusions: The course fee for onsite training covers facilitation, training materials, two coffee breaks, a buffet lunch, and a Certificate of Successful Completion. Participants are responsible for their travel expenses, airport transfers, visa applications, dinners, health/accident insurance, and personal expenses.
8. Additional Services: Accommodation, pickup services, flight booking, and visa processing arrangements are available upon request at discounted rates.
9. Equipment: Tablets and laptops can be provided to participants at an additional cost.
10. Post-Training Support: We offer one year of free consultation and coaching after the course.
11. Group Discounts: Register as a group of more than two and enjoy a discount ranging from 10% to 50%.
12. Payment Terms: Payment should be made before the commencement of the training or as mutually agreed upon, to the Foscore Development Center account. This ensures better preparation for your training.
13. Contact Us: For any inquiries, please reach out to us at training@fdc-k.org or call us at +254712260031.
14. Website: Visit our website at www.fdc-k.org for more information.