Training Module
Training Module
Operational Control Foundations
Learn the fundamentals of designing and running controlled operational processes with clear roles, controls, records, and change handling.
Understand
Implement
Manage
Audit
Training module overview
Many organisations have policies, risks, and objectives, yet operational reality still depends on informal workarounds, firefighting, and a few key individuals. When processes are unclear, inconsistently executed, or leave no usable trace, quality, safety, security, and compliance outcomes become accidental.
This full-day module focuses on the practical logic of operational control: designing processes people can actually run, placing controls where they matter, and generating lean evidence through normal work. Participants work with a simple, standard-aligned operational control model that can scale across units and management systems—without over-engineering documentation.
Many organisations have policies, risks, and objectives, yet operational reality still depends on informal workarounds, firefighting, and a few key individuals. When processes are unclear, inconsistently executed, or leave no usable trace, quality, safety, security, and compliance outcomes become accidental.
This full-day module focuses on the practical logic of operational control: designing processes people can actually run, placing controls where they matter, and generating lean evidence through normal work. Participants work with a simple, standard-aligned operational control model that can scale across units and management systems—without over-engineering documentation.
Target audience
Management system implementers and coordinators
Process owners and operations managers
Quality, information security, environmental, and HSE managers
Risk and compliance professionals who rely on operational execution
Internal auditors assessing operational control in practice
Project managers introducing new processes, tools, services, or organisational changes
Management system implementers and coordinators
Process owners and operations managers
Quality, information security, environmental, and HSE managers
Risk and compliance professionals who rely on operational execution
Internal auditors assessing operational control in practice
Project managers introducing new processes, tools, services, or organisational changes
Agenda
Operational control in management system logic
Operational control as the bridge between planning and real execution
Typical failure modes: drift, shortcuts, unclear accountability
From intent to operational planning
Translating requirements and commitments into “what must happen in operations”
Selecting the processes that matter for system outcomes
Designing operational control into processes
Minimum process elements: purpose, triggers, inputs/outputs, roles, interfaces
Where control is created: decision points, checks, approvals, and records
Balancing control with usability
Right-sizing structure: avoiding over-documentation
Handling exceptions and justified flexibility without losing control
Operational roles, interfaces, and handovers
Making responsibilities operational (not just organisational)
Designing robust handovers across teams, shifts, or locations
Evidence as a by-product of work
Records that support traceability and improvement
Lean approaches to approvals, logs, and confirmations
Change in operations and control drift
Recognising changes that require updates to processes, controls, or training
Early warning signs: recurring rework, incidents, repeated deviations
Workshop
Select one key process from your context
Map current practice, identify control gaps, define 2–3 practical improvements
Operational control in management system logic
Operational control as the bridge between planning and real execution
Typical failure modes: drift, shortcuts, unclear accountability
From intent to operational planning
Translating requirements and commitments into “what must happen in operations”
Selecting the processes that matter for system outcomes
Designing operational control into processes
Minimum process elements: purpose, triggers, inputs/outputs, roles, interfaces
Where control is created: decision points, checks, approvals, and records
Balancing control with usability
Right-sizing structure: avoiding over-documentation
Handling exceptions and justified flexibility without losing control
Operational roles, interfaces, and handovers
Making responsibilities operational (not just organisational)
Designing robust handovers across teams, shifts, or locations
Evidence as a by-product of work
Records that support traceability and improvement
Lean approaches to approvals, logs, and confirmations
Change in operations and control drift
Recognising changes that require updates to processes, controls, or training
Early warning signs: recurring rework, incidents, repeated deviations
Workshop
Select one key process from your context
Map current practice, identify control gaps, define 2–3 practical improvements
Course ID:
HAM-OCF-1
Audience:
Manager
Domain:
Agnostic
Available in:
English
Duration:
7 h
List price:
CHF 550
Excl. VAT. VAT may apply depending on customer location and status.
What you get
Learning outcomes
Explain what “operational control” means in practice and where it succeeds or fails
Distinguish process design, documentation, and operation—and identify where control is actually created
Describe the minimum elements of a controlled process (roles, interfaces, controls, records)
Design a lean process description that supports consistent execution across teams and sites
Identify typical operational control weaknesses (workarounds, unclear responsibilities, missing traceability)
Define evidence and records that are proportionate and useful, not paperwork for its own sake
Integrate operational changes into the control model so processes do not drift silently
Explain what “operational control” means in practice and where it succeeds or fails
Distinguish process design, documentation, and operation—and identify where control is actually created
Describe the minimum elements of a controlled process (roles, interfaces, controls, records)
Design a lean process description that supports consistent execution across teams and sites
Identify typical operational control weaknesses (workarounds, unclear responsibilities, missing traceability)
Define evidence and records that are proportionate and useful, not paperwork for its own sake
Integrate operational changes into the control model so processes do not drift silently
Learning materials
Slide deck
Participant workbook
Certificate of completion
Slide deck
Participant workbook
Certificate of completion
Templates & tools
Process description template (purpose, scope, triggers, inputs/outputs, roles, controls, records, interfaces)
Operational control checklist (“Are we in control of this process?”)
Handover and interface checklist (teams / shifts / locations / suppliers)
Operational change impact checklist (process, control points, records, competence)
Process description template (purpose, scope, triggers, inputs/outputs, roles, controls, records, interfaces)
Operational control checklist (“Are we in control of this process?”)
Handover and interface checklist (teams / shifts / locations / suppliers)
Operational change impact checklist (process, control points, records, competence)
Prerequisites
This module assumes general familiarity with management system concepts and how organisations run operational processes. No clause-level knowledge is required.
Helpful background includes:
Basic understanding of roles and responsibilities in operational teams
Familiarity with process-based thinking (inputs/outputs, handovers, variability)
This module assumes general familiarity with management system concepts and how organisations run operational processes. No clause-level knowledge is required.
Helpful background includes:
Basic understanding of roles and responsibilities in operational teams
Familiarity with process-based thinking (inputs/outputs, handovers, variability)
Strongly recommended preparatory modules
Documentation & Knowledge Foundations: Documented Information, Records, and Organisational Knowledge
Fundamentals of documented information control, records, and knowledge capture for management systems
7 h
Documentation & Knowledge Foundations: Documented Information, Records, and Organisational Knowledge
Fundamentals of documented information control, records, and knowledge capture for management systems
7 h
Documentation & Knowledge Foundations: Documented Information, Records, and Organisational Knowledge
Fundamentals of documented information control, records, and knowledge capture for management systems
7 h
Risk Management Foundations: Consistent Risk and Opportunity Logic Across Management Systems
Learn the fundamentals of identifying, evaluating, treating, and monitoring risks and opportunities across management systems.
7 h
Risk Management Foundations: Consistent Risk and Opportunity Logic Across Management Systems
Learn the fundamentals of identifying, evaluating, treating, and monitoring risks and opportunities across management systems.
7 h
Risk Management Foundations: Consistent Risk and Opportunity Logic Across Management Systems
Learn the fundamentals of identifying, evaluating, treating, and monitoring risks and opportunities across management systems.
7 h
Helpful preparatory modules
The modules below prepare for an optimal learning experience – but are not strictly necessary for participants to follow.
System Foundations: Context, Stakeholders, and System Boundaries
Understand organisational context, stakeholders, and system boundaries
7 h
System Foundations: Context, Stakeholders, and System Boundaries
Understand organisational context, stakeholders, and system boundaries
7 h
System Foundations: Context, Stakeholders, and System Boundaries
Understand organisational context, stakeholders, and system boundaries
7 h
Continuous learning
Follow-up modules
Follow-up modules
After completion of this module, the following modules are ideal to further deepen the participant's competence.
After completion of this module, the following modules are ideal to further deepen the participant's competence.
Ready to achieve mastery?
Bring ISO requirements into everyday practice to reduce avoidable issues and strengthen the trust of your customers and stakeholders.
Ready to achieve mastery?
Bring ISO requirements into everyday practice to reduce avoidable issues and strengthen the trust of your customers and stakeholders.
Ready to achieve mastery?
Bring ISO requirements into everyday practice to reduce avoidable issues and strengthen the trust of your customers and stakeholders.