Waypoints · Section 2 · training and targeted services
Twelve modules, bought one at a time.
Each module is delivered one of three ways: as training, as application against your real problems, or as a blend of the two; you buy the one that fits the problem in front of you. When a problem calls for expertise outside my lane, I bring in trusted specialists rather than stretch to cover it myself.
TrainingApplicationBlended
Offering Styles: Training, Application, or Blended. Every offering from GLCI seeks to drive learning in your team. This can be primarily driven through Training (80% teaching, 20% execution); Application (20% teaching, 80% execution); or Blended (roughly 50/50). Training courses are led by me with your real problems being used to demonstrate the ideas; Application exercises are where I drive the execution activities with some small amount of training attached for sustainment; Blended exercises involve both. The idea is to create sustained learning so that your organization benefits long after I leave.
These offerings are also tagged by the different audience groups I think that they would most benefit. Each offering is tailored to its audience and packaged in a way that the audience will understand most naturally.
These are the services I am asked for most often. Open any one to see what it covers.
LeadershipTechnical Staff
ISO 9001 structure and the process approach
Process maps and turtle diagrams, document control
Internal audits across every function in scope
Gap assessments to ISO or customer requirements
Management review, quality policy and objectives, corrective action
Technical StaffShop Floor
8D, to true root cause across all three legs
Five-why, fishbone, is / is-not analysis
Disciplined corrective action that stays fixed
DMAIC and project charters with SMART goals
Generalized structured methods for tough, recurring defects
LeadershipTechnical Staff
APQP, general audience and engineering depth
FMEA and control plans
PPAP and part approval
Requirements and special characteristics
Measurement system analysis (design and interpretation)
LeadershipTechnical StaffShop Floor
For shop floor: what variation is, check sheets, reading an SPC chart
For leadership: what variation costs, hidden factory, common versus special cause
Technical staff: design of experiments, ANOVA, regression, capability and gauge studies, Monte Carlo
Less frequently requested, and available on the same terms.
LeadershipTechnical StaffShop Floor
Foundational knowledge about what quality and continuous improvement are
Why investing in quality pays dividends for your business
The seven quality tools, problem-solving
Systems thinking and the ISO 9001 framework
Lean / Six Sigma overview
Getting value instead of checking a box
LeadershipTechnical StaffShop Floor
Standard work, 5S, and visual standards
The waste lens (TIMWOODS), muri / muda / mura
Andon and reaction-plan design, quality alerts
Jidoka, where lean and quality meet
SPC and process capability
Technical Staff
Hands-on dimensional metrology assistance and good laboratory practices
Weld analysis, spectrophotometry, calibration systems
Quality Engineering analysis of CMM programs, metrology data analysis, datum structure analysis
AI and IoT for Quality applications
Recommendations for specialized and advanced NDT / DT methods
LeadershipTechnical Staff
Role-to-skill matrix based on organizational / job knowledge requirements
Skill-gap identification and people development planning
Leader standard work, succession planning, kata structure
Training system design, training level definitions, competency matrices
Development plans for Quality / CI professionals mapped to ASQ Body of Knowledge & Lean methodologies
LeadershipTechnical Staff
A simulation and learning-driven game for leadership and technical staff
Teaches common and special cause variation, and why the difference matters
Technical StaffShop Floor
Aligning design, manufacturing, and inspection datums
Appropriate documentation and specification using GD&T
Phase 1
Classroom / Background
The understanding that comes before the application. Training courses naturally lean toward building in-depth understanding; Application and Blended engagements give enough background to understand the why. Training offerings spend 80% of our time here; Application and Blended less so.
Phase 2
Application
Hands-on work on your real processes and parts. Depending on the situation, this may require a larger group, or a small group of participants.
Phase 3
Verification & Sustainment
A takeaway plan of action with scheduled follow ups. This helps keep the system from reverting back to the prior state.
A straight answer about this section. These services solve symptoms well and enhance organizational understanding. If the same symptoms keep coming back, or the learning leads to a reflection that deeper change is needed, see Section 3.
3Section 3 · one engagement, priced as a retainer
Deep Water
Diagnose, transform, and sustain
One engagement, three phases. Find the real condition, fix it, and keep it fixed.
Phase 1 · 1 to 3 days on site
Diagnosis
I ask three main things of your people: where do they think the organization is today, where do they think it is headed, and what opportunities do they see to drive it down a good path. I ask these questions across functions and levels, because leadership commonly loses sight of the flaws looking downward. A cross section of the organization paints the most realistic picture. All information gathered, if shared, is shared anonymously.
Phase 2 · multi-month
Roadmap & Execution
I assemble the findings into a portfolio of your quality systems and culture as they really are (current state), then build a roadmap with your input. The plan focuses on highest priority needs first; defines ownership of each objective that we agree to; outlines timing and sequence; and highlights needs for training and development of the people at every step.
Phase 3 · ongoing
Sustainment
A monthly cadence of audits, leadership reviews, coaching, and a quarterly assessment to re-evaluate progress to the plan.
◂ diagnose ——— transform ——— hold the gains ▸
Staying Power
I do not take on transformations without sustainment attached. Results decay without reinforcement. Diagnosis and execution change the organization, and sustainment is what keeps those gains in place. All three phases work together to hold the improvements we make, which is why they are one engagement rather than three separate purchases.