Author: Alphadi Team

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8D Report

8D Report

The 8D report is used in many companies for the structured handling of complaints.


Behind 8D are 8 disciplines in which, in addition to defining the problem, a root cause analysis is also carried out to determine the causes of the complaint. This should reduce future errors.


In this module, you will learn the professional use of 8D and quality tools. This will enable you to immediately reduce complaints, increase customer satisfaction and create transparency and standards. Numerous practical examples and benchmarks from many industries will enable you to improve your 8D system.

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Dauer auf Anfrage
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  • Live webinar dates in:
- 1
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- 5
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Contents

● 8D report introduction

● Definition problem

● Ishikawa diagram

● 5 Why

● Probability of error

● Derive risks

● Immediate measures

● PDCA method

● Technical result

● Business result

● Effectiveness test

● 8D reporting system

● Error classification

● Industry-specific

● Requirements of standards

● Communication

● Zero-defect management

● Continuous improvement

● Avoiding pitfalls

● Software and tools

Key information

The 8D Report is a structured method for systematic problem solving and troubleshooting that is widely used in various industries, particularly in the automotive and manufacturing industries.

  1. Origin and meaning of the name: The name “8D” stands for “Eight Disciplines” and refers to the eight steps or disciplines that are run through in this problem-solving process.
  2. Structured problem-solving approach: The 8D Report provides a structured method for identifying, analyzing and solving problems or errors that occur during the production process or in customer service.
  3. Eight steps of the 8D process: The eight disciplines of the 8D process include forming a team, describing the problem, taking immediate action, identifying root causes, developing long-term solutions, implementing actions, verifying effectiveness and preventing recurrence.
  4. Team-oriented approach: The 8D process requires the formation of a multidisciplinary team that works together to solve the problem. This allows for a diversity of perspectives and expertise to thoroughly analyze the problem and develop effective solutions.
  5. Documentation and follow-up: During the 8D process, all steps and actions are carefully documented to allow for clear tracking of problem resolution. This contributes to transparency, accountability and continuous improvement.
  6. Areas of application: The 8D Report is not only used in the manufacturing industry, but also in other industries where complex problems may arise, such as healthcare, IT or customer service.

Overall, the 8D Report provides a structured and effective approach to systematic problem solving and troubleshooting that helps companies improve quality, increase customer satisfaction and optimize operations.

History

The history of the 8D report dates back to the 1960s, when Ford Motor Company began to develop a structured method for problem solving and troubleshooting. The 8D Report was first introduced at Ford in the 1980s and was part of the company’s quality management system.


In the following years, the 8D report was adopted and further developed by the automotive industry.


The spread of the 8D report was further promoted by the International Automotive Task Force (IATF), which promotes the use of standardized quality management methods in the automotive industry.

Usage

The 8D report is used in various industries and companies, especially those where complex problems or quality issues may arise. Here are some areas where the 8D report is frequently used:

● Automotive industry

● Manufacturing industry

● Aerospace

● Healthcare industry

● IT industry

● Electronics industry

● Customer service

Benefits

  • ● Structured problem solving
  • ● Improved product and service quality
  • ● Cost savings
  • ● Stronger customer loyalty
  • ● Continuous improvement culture

Risks

  • ● Time required
  • ● Complexity
  • ● Lack of sustainability
  • ● Lack of implementation
  • ● Excessive documentation
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FMEA & QFD

FMEA & QFD

Failure mode and effects analysis (FMEA) is a quality management method for reducing errors and risks that can arise during the development of products or processes and has become a must-have tool in high-risk areas. FMEA can be used in any industry. After this module, you will be able to carry out an FMEA independently on the basis of the new VDA / AIAG guidelines. The ultimate goal of an FMEA is to reduce costs through changes and consequential errors.Quality Function Deployment or House of Quality is a structured process that defines the design of the product and the underlying process with the help of customer requirements.

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  • Live webinar dates in:
- 7
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- 9
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Contents

● Process & design FMEA

● FMEA planning

● Structural analysis

● Functional analysis

● Failure causes and consequences

● Task priority (AP)

● Risk priority number (RPN)

● Derive measures

● FMEA in CIP projects

● Elements of the House of Quality

● Pitfalls in QFD

● Objectives and structure of QFD

● Multigeneration plan

● Customer requirements

Key informations

Failure Mode and Effects Analysis (FMEA) and Quality Function Deployment (QFD) are two important methods in quality management that are used to improve the quality of products and processes and meet customer requirements.

  1. FMEA (Failure Mode and Effects Analysis):
    • FMEA is a systematic method for identifying and evaluating potential failure modes in a product or process, as well as their impact on customer requirements.
    • Potential sources of failure are analyzed, evaluated and prioritized in order to minimize risks and develop preventive measures.
    • FMEA can be applied in various phases of the product life cycle, from the concept phase through development to production and use.
  2. QFD (Quality Function Deployment):
    • QFD is a method used to convert customer requirements into product features and ensure that the voice of the customer is incorporated into the design and development process.
    • It enables systematic capture and prioritization of customer requirements and their translation into technical specifications.
    • QFD promotes collaboration between different functions and departments within an organization to ensure that customer requirements are met effectively.

FMEA and QFD are closely linked and can be used in combination to further improve quality and customer satisfaction. While FMEA focuses on risk mitigation and failure prevention, QFD serves to integrate the customer voice into the product development process and ensure that products meet customer needs and expectations.

History FMEA
The origins of FMEA can be traced back to the 1940s, when it was introduced by the US military specification MIL-P-1629 to improve the reliability and safety of military materials.

In the 1960s, FMEA was further developed by NASA as part of the Apollo program to identify and assess potential failures and risks in spacecraft designs.

Later, FMEA was also adopted by the automotive industry, particularly Ford and General Motors, to improve the quality and safety of their vehicles. It has been widely used in various industries to identify quality problems and take preventive action.
History QFD
QFD was developed in the 1960s by Dr. Yoji Akao and his team at Mitsubishi Electric to translate customer requirements into specific product features.

Originally, QFD was used as a quality assurance method to ensure that products met customer expectations and needs.

In the 1980s, QFD was further developed and popularized by Japanese companies such as Toyota and Nissan. It was used as a strategic tool for product development and process improvement to increase competitiveness and improve customer satisfaction.

Benefits FMEA

  • ● Identification of risks
  • ● Error prevention
  • ● Continuous improvement
  • ● Cost savings
  • ● Compliance

Benefit QFD

  • ● Customer orientation
  • ● Improved product quality
  • ● More efficient product development
  • ● Increase in customer satisfaction
  • ● Reduzierung von Produktionskosten
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APQP & PPAP

APQP & PPAP

Advanced Product Quality Planning (APQP) is a quality planning method that can be used in all sectors of the corporate world. APQP can be used in all phases of the development process for products and services. Changes in the product and possible errors should be recognized and safeguarded at an early stage through the APQP process. This is the aim of preventive advance quality planning.


This module also includes the production process and product approval procedure (PPAP) to supplement your knowledge with the requirements for the sampling of production and spare parts (EMPB – initial sample test report).

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Contents

● Introduction QVP

● APQP prerequisites

● APQP – 5-phase model

● Planning phase

● Product design

● Process design

● Process validation

● Product validation

● Ongoing production

● PDCA

● Risk analysis & FMEA

● PPAP process flow

● Checklist for PPAP

● Measurement reports

● Test equipment capability

● Process capabilities

● Material report

● Release process

● Checklist and test plan

● Obligation to keep records

Key information

Advanced Product Quality Planning (APQP) and Production Part Approval Process (PPAP) are important methods in quality management, especially in the automotive industry.
APQP is a structured process used by the automotive industry to ensure that quality considerations are taken into account at all stages of product development and manufacturing. It is a proactive approach designed to identify potential problems early and prevent them before they lead to costly quality issues.
PPAP is a part of APQP and refers to the Production Part Approval Process. This process involves the review and approval of production processes and results to ensure that manufactured parts meet the specified requirements. PPAP involves the documentation of processes, inspection results and approvals according to customer requirements or industry standards.
Both methods are used to ensure that suppliers in the automotive industry continuously improve the quality of their products and processes and meet customer expectations. APQP and PPAP help to reduce quality issues, scrap and costs and promote a collaborative partnership between suppliers and customers.

History

Advanced Product Quality Planning (APQP) was developed in the 1980s by the automotive industry, in particular Ford, General Motors and Chrysler. It was developed in response to the growing demands on quality assurance and the need to identify and prevent quality problems at an early stage.


APQP was designed as a structured process to integrate quality considerations into all phases of product development and manufacturing, from planning and design to production and delivery.


The Production Part Approval Process (PPAP) was introduced in the late 1980s by the American Automotive Industry Action Group (AIAG), an organization founded by leading automotive manufacturers and their suppliers.


PPAP was introduced in response to increasing product quality requirements and the need to verify and ensure the quality of supplier products and processes. PPAP specifies the requirements for documentation and approval of production processes and results to ensure that manufactured parts meet the specified requirements.


Both methods, APQP and PPAP, have been developed and refined over the years to meet the changing requirements of the automotive industry.


They have become essential components of quality management in the automotive industry and are used by car manufacturers and their suppliers worldwide to ensure and continuously improve the quality of their products and processes.

Usage

APQP application: APQP is typically applied in different phases, starting with the planning and preparation of product development. In this phase, goals are defined, teams are formed and resources are allocated.


This is followed by product development, during which the concept, design and prototypes are created. During process and product validation, the manufacturing processes are validated and tested to ensure that they meet the requirements. Finally, continuous improvement takes place, where feedback and experience are used to optimize processes and increase product quality.


PPAP application: PPAP is applied to ensure that the manufactured parts meet the specified requirements and fulfill customer requirements.


This is accomplished by completing various documentation requirements, including creating a production control plan, collecting inspection results, performing measurement system analysis, and submitting sample parts for customer approval.


These documents are then compiled into a PPAP package and submitted to the customer for approval before series production begins.

Benefits

  • ● Improved product quality
  • ● Reduction of rejects and rework
  • ● Increase customer satisfaction
  • ● Cost savings
  • ● Uniform standards

Risks

  • ● Complexity and resource expenditure
  • ● Dependence on suppliers
  • ● Excessive bureaucracy
  • ● Misinterpretations and misunderstandings
  • ● Compliance risks
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Internal / external Auditing

Internal / external Auditing

In order to successfully conduct internal and external audits, auditors need a good understanding of the audit process. Auditors can easily navigate the requirements of the standard and evaluate the performance of a QM system through skillful communication in audit situations.

In this module, in addition to the basics of auditing, you will work through practical audit situations. Using many examples from numerous industries, you will gain the necessary knowledge to be able to carry out audits internally, at suppliers or as an external auditor.

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  • Duration:
Dauer auf Anfrage
  • Next Starts
  • Live webinar dates in:
- 19
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  • One-to-one coaching
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  • In the languages:
- 21
- 23
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Contents

● Auditing basics

● Standard requirements 9001

● High Level Structure (HLS)

● ISO standardization process

● Documentation

● Applicable documents

● Control of documents

● Certification

● Certification of persons

● Industries (standards)

● DAkkS

● Audit program

● Audit team

● Performance evaluation

● Monitoring of audits

● Audit report & evaluation

● Corrective actions

● Evaluate audit situations

● Interview techniques

● Auditor code of conduct

Key information

Internal and external auditing are important procedures in quality management to check and evaluate the effectiveness of management systems, processes and procedures.


The High Level Structure (HLS) is a framework developed by the International Organization for Standardization (ISO) to standardize the structure and composition of management system standards. HLS was introduced to improve coherence and consistency between different ISO management system standards and to facilitate the integration and adaptation of these standards.

The HLS defines a common structure for all ISO management system standards, regardless of their scope. This structure includes consistent numbering and terminology for the different sections of a management system standard, including organizational context, leadership, planning, support, operations, performance evaluation and improvement.

By applying the HLS, organizations can facilitate the integration of management systems by providing a common language and structure for different management systems such as quality management (ISO 9001), environmental management (ISO 14001) and information security management (ISO 27001).

The HLS also facilitates the implementation and certification of management systems, as organizations that are already familiar with an ISO standard can more easily adapt to new standards that also use the HLS. This leads to increased efficiency, consistency and compatibility between different management systems and improves collaboration and integration within organizations.

History

In recent decades, auditing has undergone significant development, ranging from the introduction of international standards such as ISO 9001 to digitalization and an increased focus on risk-based approaches. The globalization of business and the increasing complexity of business processes have reinforced the need for auditing as a tool to ensure quality, compliance and efficiency.


Technological advances have automated and digitized auditing, allowing companies to work more efficiently and accurately. Compliance audits have become a focus due to increasing regulations and legal requirements, while risk-based approaches help companies to use their resources more effectively.
Overall, auditing has made a significant contribution to ensuring the performance and trustworthiness of organizations.

Usage

Internal auditing is carried out by specially trained employees or audit teams within the organization to check conformity with internal guidelines, quality standards and processes. These audits are used to evaluate the effectiveness of management systems, identify potential weaknesses and drive continuous improvement.
External auditing, on the other hand, is carried out by independent auditors or certification bodies that are commissioned by external organizations to verify compliance with external standards, industry-specific regulations or legal requirements.
The main objective of external audits is to strengthen the credibility and trustworthiness of a company by certifying its management systems and ensuring that it complies with the relevant standards.

Benefit

  • ● Find weak points in the system
  • ● Compliance with standard requirements
  • ● Optimization of processes
  • ● Verifiable quality standards
  • ● Early detection of risks
  • ● Promotion of a learning culture
  • ● Recommendations for the management
  • ● Exchange of best practices

Risks

  • ● Compliance risks
  • ● Vertraulichkeit und Neutralität
  • ● Costs for the performance of audits
  • ● Selection of qualified auditors
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Auditing Basics

Auditing Basics

A functioning QM system helps you to carry out all activities in your company in a standardized manner and to continuously improve processes. Quality management audits in accordance with DIN EN ISO 9001 help you to identify weaknesses in your processes and eliminate them.
In this module, you will learn the basics of auditing QM systems in accordance with DIN EN ISO 19011 in order to be able to carry out internal audits. You will gain a good overview of the system and basic concepts for internal or external auditing of systems and processes.

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  • Live webinar dates in:
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Contents

● DIN EN ISO 19011

● Requirements for auditors

● Standards in the QM area

● Certification roadmap

● Steps to the QM system

● Procedural instructions

● Work instructions

● Process descriptions

● Test instructions

● Applicable documents

● Control of documents

● IMS

● First, second, third party

● System and product audit

● Process audit

● Secondary deviations

● Audit program

● Audit execution

● Conformity

● Audit report

Key information

Auditing is an important process in quality management that is used to review and evaluate the effectiveness of quality management systems, processes and procedures. An audit is a systematic examination and evaluation of documents, records, practices and procedures to ensure that they comply with established standards, guidelines and requirements.

The aim of an audit is to uncover potential for improvement, identify weaknesses and make recommendations for continuous improvement. Audits can be conducted internally to check performance and compliance within an organization, or externally by independent auditors to check compliance with external standards or regulations.

An important standard in the field of auditing is ISO 19011, which provides guidelines for auditing quality and environmental management systems. ISO 19011 sets out principles and procedures for planning, conducting and reporting audits and provides guidance on the competence and independence of auditors.

Auditors play an important role in the audit process. They are responsible for conducting audits, evaluating information and evidence, communicating findings and recommendations, and supporting the implementation of improvement actions. Auditors should have auditing expertise as well as industry-specific knowledge and communication skills.

By conducting audits, organizations can improve their performance, minimize risks and ensure compliance with standards and regulations. Audits are an essential tool for continuous improvement and for ensuring the effectiveness of quality management systems and processes.
History

The history of auditing dates back to the 19th century, when companies began implementing internal controls and audits to prevent fraud and misconduct. Over time, formal auditing practices and standards developed, particularly in the area of financial auditing, to ensure the integrity of company reports and information. Over the course of the 20th century, audit practices were extended to other areas such as quality management and environmental protection, with standards such as ISO 9001 and ISO 14001 being introduced to define and harmonize audit requirements.

Usage

Auditing is used in various areas and organizations, including quality management, environmental management, occupational safety, information security and finance. Organizations use internal and external audits to verify compliance with standards and regulations, evaluate the effectiveness of management systems and identify areas for improvement. External audits are often conducted by independent auditors, while internal audits are conducted by qualified employees or audit teams working within the organization.

Benefit

  • ● Identification of potential for improvement
  • ● Compliance with standards
  • ● Compliance with legal requirements
  • ● Increasing transparency in the company
  • ● Strengthening the trust of customers
  • ● Incentives for continuous improvement

Risks

  • ● Incentives for continuous improvement
  • ● Resistance to audits
  • ● Training of qualified auditors
  • ● Resources are required for audits
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Quality Management Basics

Quality Management Basics

DIN ISO 9001 forms the basis for all other standards in business life. In this module, you will learn about the requirements for a modern quality management system in accordance with 9001.
A functioning quality management system is an important prerequisite for the success of a company and the continuous further development of processes. You will gain initial QM experience and become familiar with the ISO 9000 family. Using practical examples, we will show you how to document a QM system and effectively optimize or set up a new one in your organization.

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  • Live webinar dates in:
- 31
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Contents

● Introduction to QM (9001)

● Quality policy

● Principles & processes

● Process organization

● Process-oriented approach

● Total quality management

● Quality assurance

● EFQM model

● Error prevention (CIP)

● Effectiveness testing

● Quality costs

● Standards & guidelines

● QM specialists

● Standards chapter in PDCA

● Management review

● Responsibilities

● Document pyramid

● Resource management

● Accreditation

● QM vocabulary

Key information

Quality management is a fundamental part of corporate management that aims to improve the quality of products, services and processes. An important standard that is frequently used in quality management is ISO 9001. ISO 9001 is an international standard for quality management systems developed by the International Organization for Standardization (ISO). It specifies requirements for a quality management system that help organizations to provide consistent products and services that meet the requirements of customers and other relevant stakeholders.

ISO 9001 encompasses a number of principles, including customer focus, continual improvement, process-oriented approach and leadership. It provides a framework for planning, implementing and monitoring processes to meet quality objectives and for continual improvement. By implementing an ISO 9001-compliant quality management system, organizations can increase their efficiency, minimize risks and strengthen the trust of their customers and partners.

ISO 9001 is an internationally recognized standard that is used in many industries and organizations worldwide. It provides a common basis for the certification of quality management systems and enables companies to improve their competitiveness and facilitate access to new markets. Knowledge of ISO 9001 and the implementation of its requirements are therefore essential components for quality management professionals who want to continuously improve the quality and performance of their organizations.

History

The history of quality management dates back to the industrial revolution, when companies began to introduce quality assurance to ensure the reliability of their products. Over time, various QM approaches developed, including Total Quality Management (TQM), Six Sigma and Lean Management, which helped to further improve the quality of products and services.

Usage

Quality management is used in all industries and areas, from manufacturing and healthcare to the service sector. Companies use quality management to continuously improve their products and services, meet customer requirements and gain a competitive edge.

Benefits

  • ● Improved customer satisfaction
  • ● Improved quality
  • ● Error prevention
  • ● Stronger customer loyalty
  • ● Higher efficiency and productivity
  • ● High reputation of the company

Risks

  • ● Definition of quality standards
  • ● Complexity of the implementation
  • ● Commitment required from the management
  • ● Resistance to change
  • ● Not taking culture into account
  • ● Too rigid procedure according to standard
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Digitalization

Digitalization

Quick Info

In this module, you will gain an overview of SMART products, services and factories to enable you to make decisions in the world of digitalization. You will learn how to exploit the optimization potential in the value chain. You will also gain a basic understanding of how to organize your data. Either locally on servers, in the cloud or in databases.

Current concepts of artificial intelligence and the handling of large amounts of data (big data) are also part of this module You will learn simple routines that can be used in any programming language.

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- 37
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Contents

● Introduction of Industry 4.0

● Connectivity

● Digitization process

● Smart products & services

● Maturity level models

● Big data basics

● Clustering & analyzing

● Artificial intelligence

● Machine learning

● Deep learning

● 3D printing processes

● Sensors, actuators

● Server types

● Databases (SQL)

● Cloud computing

● Embedded systems

● Microcontrollers

● Dealing with measurement errors

● Transponders

● Operating systems

Key information

Digitalization is a comprehensive concept that describes the transformation of analogue processes, products and services into digital formats. In this context, the aim is to increase efficiency, promote innovation and open up new business opportunities. This includes not only the implementation of digital technologies, but also a change in working methods, business models and corporate culture.

History

Digitalization has its roots in the development of computer technology and the advent of the internet. While digital technologies have been around for decades, the increasing connectivity of devices and the development of big data and artificial intelligence has driven an exponential rise in digitalization in recent years. Companies and organizations are increasingly turning to digital solutions to remain competitive and meet the changing demands of the market.

Anwendung

Digitalization is being used in almost all industries and areas, from production to healthcare and retail. Companies are using digital technologies to automate their processes, analyse data, understand customers better and offer personalized products and services.

Benefit

  • ● Increasing the efficiency of processes
  • ● Promotion of new business models
  • ● Improvement of customer loyalty
  • ● Faster response to customer requirements
  • ● Data for the optimization of processes
  • ● Increase in competitiveness

Risks

  • ● Data protection and security risks
  • ● Potential job losses
  • ● Cyber attacks
  • ● Integration into existing systems
  • ● Access to digital technologies
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Design Thinking & Innovation

Design Thinking & Innovation

Quick Info

Generating creative ideas and solving problems are important skills that are expected of employees in business.
In this module, you will learn a structured process to develop ideas that are customer-centered. You will develop a comprehensive understanding of the application of creative approaches. Tools and methods will help you to find solutions. You will develop the ability to empathize with customers and users. Through design thinking, the company can move forward through innovation to respond to the market of tomorrow.

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  • Live webinar dates in:
- 43
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Contents

● Introduction

● Project management

● Innovations

● The team

● Design Brief

● Implementation of the innovation

● Problem space

● Solution space

● Convergent/ Divergent

● Define point of view

● Story board

● Needs & Insights

● Sample Size

● Customer journey

● Empathy Map

● Point of View

● 6-3-5 method

● How-Now-Wow-Matrix

● Team composition

● Wireframe

● Dark Horse

● Extreme, lead user

Key information

Design thinking is a creative problem-solving method that aims to develop innovative solutions by focusing on the needs and perspectives of users. This method was originally developed in a design context, but is increasingly being used in various industries and organizations to solve complex problems and develop innovative products, services and processes.
Design thinking is characterized by an iterative process consisting of several phases, including understanding, observing, generating ideas, prototyping and testing. By working together in interdisciplinary teams, different perspectives and ideas are brought together to develop creative solutions that meet the needs and requirements of users.

History

Design thinking has its roots in design practice and was developed by designers such as Herbert Simon, Peter Rowe and David Kelley. In the 1990s, companies such as IDEO and Stanford University began to popularize design thinking as a method for promoting innovation. Since then, design thinking has become an established approach for problem solving and innovation in various industries.

Usage

Design thinking is used in a variety of industries and organizations, from technology companies to educational institutions to government agencies. It is used to develop and improve products, services, processes and even organizational structures. Design thinking offers a structured and creative approach to complex problems and helps to develop innovative solutions that offer real added value for users and stakeholders.

Benefits

  • ● Focus on the users' perspectives
  • ● Promoting creative ideas and innovations
  • ● Collaboration in interdisciplinary teams
  • ● Rapid development of prototypes
  • ● Rapid development of prototypes
  • ● Flexibility and adaptability

Risks

  • ● Prejudices in the brainstorming process
  • ● Scaling in large organizations
  • ● Misunderstandings of user needs
  • ● Failure during implementation
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Project Management (PMI)

Project Management (PMI)

Quick Info

PMI stands for Project Management Institute and deals with the implementation of projects, divided into 5 process groups. There are various approaches, such as the classic approach, in which the project is planned in great detail, and agile approaches, which deal flexibly with changes. A combination of approaches is also possible.
You will learn about the differences between the approaches and be provided with techniques for planning, executing, controlling and monitoring projects.

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Contents

● Definition project

● Milestones

● Talent triangle

● Code of Ethics

● Process groups

● Areas of knowledge

● Project assignment

● Stakeholder register

● Project management plan

● Work breakdown structure

● Gantt chart

● Estimation types, distributions

● Resource structure plan

● Bottom-up/top-down

● Cost base plan

● Quality management

● Contract types

● Invitations to tender

● Procurement process

● Supplier selection

Key information

The Project Management Institute (PMI) is a globally recognized organization dedicated to promoting and advancing best practices in project management. Founded in 1969, PMI has a long history of supporting professionals and organizations in the effective planning, execution and control of projects.

PMI offers a variety of resources and services for project managers and organizations, including certifications, training, publications, research and networking events. PMI’s best-known certifications include the Project Management Professional (PMP) and the Certified Associate in Project Management (CAPM), which are globally recognized qualifications for project managers.

The PMBOK (Project Management Body of Knowledge) is a central PMI tool that defines best practices, standards and frameworks in project management. It provides a comprehensive overview of the key concepts, processes and techniques used in project management and serves as the basis for the development of PMI certifications and training.

PMI also plays an active role in promoting research and development in the field of project management. Through initiatives such as the PMI Research Program and the publication of professional journals and books, PMI contributes to the advancement of project management and helps professionals keep abreast of the latest trends and developments in the industry.

History

The Project Management Institute (PMI) was founded in 1969 to promote best practices in project management. Since then, PMI has developed standards such as the PMBOK (Project Management Body of Knowledge), which defines globally recognized methods and best practices in project management.

Usage

PMI project management is used in a wide range of industries and organizations, from IT projects to construction projects and marketing campaigns. It provides a structured approach to planning, executing and controlling projects to ensure that they are completed on time, within budget and with the desired results.

Benefits

  • ● Clear structuring of projects
  • ● Control over time, costs and resources
  • ● Communication and collaboration within the team
  • ● Identification of project risks
  • ● Improvement of the project results
  • ● Proof of quality for project managers

Risks

  • ● Overhead due to strict documentation
  • ● Difficulties with agile projects
  • ● Resistance to change
  • ● Organizations with different cultures
  • ● Organisationen mit unterschiedlichen Kulturen
  • ● Too rigid application of PMI guidelines
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SCRUM Product Owner (PSPO 1)

SCRUM Product Owner (PSPO 1)

Quick Info

The product owner is responsible for the commercial success of a product or project. He acts as an intermediary between the development team, stakeholders and users.
They are also responsible for deployment resources and release planning. The product owner develops the product vision together with the stakeholders. They also maintain and prioritize the backlog.

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Contents

● Release planning / forecast

● Product backlog items

● Communicate product goal

● Value maximizer

● Product backlog management

● Product backlog entries

● MoSCoW prioritization

● User stories

● Epics, tasks

● Invest (Definition of Ready)

● Product goal

● Product increment

● Sprint goal

● The product owner in the sprint

● Product Owner task fields

● Stakeholder management

● Market analysis (market research)

● Velocity

● Story map

● Product burn down chart

Key information

The Product Owner plays an extremely important and central role in the agile Scrum framework, as they are responsible for maximizing the value of the product. This person acts as a crucial link between the stakeholders and the development team and takes on the task of clearly defining and prioritizing the product requirements.
The Product Owner is responsible for ensuring that the development team is continuously working on the features that will bring the greatest benefit to customers and the company. Through close collaboration with stakeholders and clear communication of requirements, the Product Owner ensures that the end product meets expectations and delivers the desired business value. In addition, the Product Owner is responsible for tracking the progress of the project, providing feedback and ensuring that the product is continuously evolving to meet the changing needs of the market.

History

The Product Owner role was developed as part of the Scrum framework introduced by Jeff Sutherland and Ken Schwaber in the 1990s. It arose from the need to create clear accountability for product definition and prioritization in order to maximize the value of the product.

 
Usage

Product owners are used in various industries and organizations, from software development teams to product management departments. They work closely with stakeholders to understand and prioritize the requirements of the product and ensure that the development team is continuously working on the right features to maximize value for customers.

Benefits

  • ● Alignment with the stakeholders
  • ● Prioritization of the product functions
  • ● Continuous delivery of value
  • ● Maximization of the ROI
  • ● Quick adaptation to market conditions
  • ● Improvement in customer satisfaction

Risks

  • ● Conflicts between stakeholders
  • ● Overloading the product owner
  • ● Definition of clear product goals
  • ● Coordination with the developers
  • ● Requirements not clearly prioritized

With more than 4,000 projects and case studies, Alphadi is a leader in the field of Lean Six Sigma and Sales Process Engineering. We advise you holistically so that your goals are achieved sustainably and in the long term.

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