This course contains the use of artificial intelligence.
You have solved this problem before. Twice. The fact that it came back is the strongest available evidence that you never found its cause.
Fixing the symptom, then fixing it again
A complaint arrives, you apologise and give a discount. It repeats, so you write a procedure. It repeats again, so you appoint someone responsible. Six months on, nobody opens the procedure, the responsible person has left, and the complaints are identical — because the cause you settled on was simply the first explanation that fitted the facts, and nobody tested it. Meanwhile quality is measured internally, by whether the work matched the specification, while the customer is measuring something else entirely and telling you so in reviews you read as unfair.
What this course covers
Forty-four lessons across the full cycle. Making the work visible first: why a description is worth the effort, what one contains, which processes to describe first, how it is done internationally, flowcharts and a simple BPMN diagram, tools and templates, what the output actually is and how to implement it, evaluating whether reality matches the drawing, and running the description as a project with a defence in front of senior management. Then the cause: problem against trouble, the four steps, 5W1H and SCQA, the MECE tree, five whys, the Ishikawa diagram, how to confirm a cause is true rather than plausible, false roots and stopping too early, the 80/20 rule and the Pareto chart, bottlenecks under the theory of constraints, check sheets and stratification, the impact-against-cost matrix, brainstorming rules, SCAMPER and six hats, TRIZ with contradictions resolved without compromise, morphological analysis, group sessions with domination and conflict handled, and the specialised frameworks including Lean and Six Sigma for defect reduction. Then the customer: survey types, questionnaire design, the length at which answers stop being honest, response rates, reading the open answers, and an action plan with interim measurement. Then the standard: recommendation, satisfaction, effort and first-contact-resolution scores, the journey audit, written service policy, the service model, automation, service level agreements, standard operating procedures, quality monitoring, difficult customers, escalation, and preventing the negative review before it is written. Then measurement: four types of indicator, the 10-80-10 rule, critical success factors, the design traps, cutting metrics that cost more than they return, dashboard hierarchy, and six myths. Finally the part that decides everything: the eight mistakes that make implementations fail, Kotter’s steps, urgency, the rider-and-elephant model, quick wins, and locking the fix into the culture so it cannot quietly revert.
Three blocks with a specific audience in their examples
The process block uses described people processes as its worked examples, the survey block was recorded for internal research, and the service block was recorded for a corporate support function. The methods do not change: BPMN, questionnaire design, satisfaction scoring, service standards and escalation behave the same wherever they are applied. Where the service block discusses building a team, read it as what happens if the function grows past one person.
Who is teaching this
I am Mike Pritula. I built the people system at Preply as it became a unicorn, and I have worked at Wargaming, iDeals and Alfa-Bank. More than 1.6 million students have enrolled in my courses across 185 countries, and over 150,000 specialists have gone through my programmes. I hold PHRi and SHRM-CP certifications and represent HRCI in more than ten countries.
What is included
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Lifetime access to all 44 lessons
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Active instructor support in the Q&A section
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A Udemy Certificate of Completion
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Working material: BPMN description templates, 5W1H and SCQA, the MECE tree, five whys and Ishikawa, the Pareto chart, the impact-cost matrix, TRIZ contradictions, questionnaire design, the four service indicators, service level agreements and procedures, critical success factors, and Kotter’s eight steps
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The correction cycle taken through to the point where it stops reverting
Where to start
Take a problem you have solved more than once and write down the cause you named last time. By lesson nine you will know how to test whether it was ever true. Enrol now and start today.
