Without people ... process and technology do nothing!

This course is designed to help you apply Root Cause Analysis and Problem Solving techniques in your organisation, through cross-functional team-work.

In addition to the technical aspects of this tool, All 'Dux Method' courses focus on the transition people have to make in their minds, when asked to change their ways of working. 

In each course, we explore how and why Lean tools, methods and principles work in the brain and mind. Covering this aspect of change maximises the potential for you to sustainably improve your organisational performance and culture.

Sustainable change is only realised practically, when the people involved come to believe the approach is 'Good' (i.e. is of benefit to them). 

Without that mental shift ('Towards' the 'New' method), training often becomes ineffective as it fails to translate to the workplace and 'stick' with those trained in the subject.

In reality, what this means, is those involved have an existing wiring pattern in their brain, formed by their experience in the world. This experience is reinforced systematically, so a little bit of technical training fails to create a new neural network.

If the exposure to a new way of seeing the world and acting in the world isn't sufficient to create a significant change in an individuals wiring pattern, and the 'prevailing conditions' (sociological, systematic) don't alter in concert with the change people are expected to make at a process level, there is often no sustainability to the change to behaviours required at the coal face... without a significant shift in neural wiring patterns, people often fail to alter their perceptions and beliefs, which in turn, means they do not apply what they have been taught, but instead, return to doing things as they always have (i.e. continue to think feel and act as life has 'wired' them to think, feel and act).

This is equally, if not more applicable, to owners, shareholders and leaders, than it is to everyone else in a business. As the old saying goes, "The fish rots from the head" ... if you don't get the thinking right in the board room, transactional and process based change is difficult to justify and almost impossible to maximise and sustain in the other areas of the organisation.

There MUST be alignment in philosophy and a shared belief in the principles from top-floor to shop-floor!

Failing to address this renders many change programs ineffective (and more costly as they are not 'Right First Time').

The Dux Method details the psychology that underpins the success Toyota has become famous for and highlights what is required to realise the significant sustainable change behind a high performance culture.

In short, our courses embody what the majority of the western world has failed to understand for the past few decades, leading to the often cited ">75% change failure rate".

If you want to avoid the same mistakes the western world has been making for the last few decades, when aiming to improve organisational performance, Duxinaroe is the 1st choice for distance learning.

Get your


Duxinaroe's exclusive approach ensures the student understands the technical method to be applied in the workplace, and, some of the reasons why such methods work at a deeper level. (The Human Factors involved).

The highest performing teams only materialise where leaders are able to create the conditions in which people feel [psychologically] 'safe'. 

With our models, we help leaders understand how to 'Find the Balance' between the tools (logical) and people (emotional) tasked with adopting and ultimately, applying those logical tools in their work-place. 

Any organisation

That employs PEOPLE!

This Master Class can be undertaken by anyone at any level, but is most commonly provided to;
  • Quality managers, Quality Engineers, Process, Production and Manufacturing Engineers and other production and manufacturing professionals involved with development and improvement projects. (Lean, Continuous Improvement, CAPEX, Operational Excellence, Six Sigma, Agile etc.)
  • This version, incorporating aspects of 'The Dux Method' is also suited to Senior Leadership Team members and Executive team members, as it helps ensure alignment of purpose across cultural layers (Shop-floor to Top-floor).
  • Consultants and Change Agents, Lean, Agile and Six Sigma teams.
  • It is equally suited to those in banking, finance & service environments who wish to apply the RCA model and methodology to problem solving, as part of their continuous improvement or agile activities (Quality, Cost, Delivery, Growth, Safety, Morale).
  • Organisations wishing to move away from fire fighting and reactive management to a problem identification / clarification, mitigation and elimination approach.
  • Anyone wishing to understand more about the psychology and neuroscience at play in day-to-day organisational development activities.
  • Typical sectors include but are not limited to;
    • Automotive
    • Aerospace
    • Defence
    • Space
    • Pharma
    • Transport
    • Electrical
    • Mechanical
    • Chemical
    • Food
    • Construction
    • Energy
    • Glass
    • Textiles and Clothing
    • Consumer goods
    • Banking
    • Finance
    • Insurance
    • Retail
    • Hotels and the Service Industry

Follow your dreams

You won’t regret it!

The path to becoming an expert mountaineer and cliffhanger takes dedication and time, but if you put your mind to it, you'll have no problem becoming one of the best. What are you waiting for?


  • 2

    Duxinaroe essentials

    • The Brain - Video Overview

    • The Brain - Text

    • The Brain - Audio

    • The Mind - Video Overview

    • The Mind - Text

    • The Mind - Audio

    • Has your brain made new connections already?

    • How are you feeling?

    • How are you feeling? - Audio

  • 3

    Leadership and Team Maturity

    • Setting up for success - Text

    • Setting Up For Success - Audio - A

    • Setting up for success - Audio - B

    • Leadership I - Trait Theory - Text

    • Trait Theory - Audio

    • Leadership I - Lewin Lippitt and White - Text

    • Lewin Lippitt and White - Audio

    • Leadership I - X and Y - Text

    • X and Y - Audio

    • Leadership I - The Managerial Grid - Text

    • Managerial grid - Audio

    • Leadership I - Recap (Quick Quiz)

    • Leadership II - Situational Leadership - Text

    • Situational Leadership - Audio

    • Leadership II - Team Maturity - Text

    • Team Maturity - Audio

    • Leadership II - Combining models - Text

    • Combining Models - Audio

    • Leadership II - Contingency Theory - Text

    • Contingency Theory - Audio

    • Leadership II - Herzberg's Motivation and hygiene factors - Text

    • Motivation and Hygiene - Audio

    • Leadership II - Action Centred Leadership - Text

    • Action Centred Leadership - Audio

    • Leadership II - Learning Style Preferences - Text

    • Learning Style Preferences - Audio

    • LeadershipII - Recap (Quick Quiz)

  • 4

    Team work

    • The stages of team development - Text

    • Stages of Team Development - Audio 1

    • Stages of Team Development - Audio 2

    • George Elton Mayo - Text

    • George Elton Mayo - Audio

    • Research - Text

    • Research - Audio

    • Teamwork - Quiz

  • 5

    RCA & PS - A

    • Introduction

    • Describe the problem

  • 6

    RCA & PS - B

    • Visually Quantify the Problem and Objective

    • Writing Objective Statements

  • 7

    RCA & PS - C

    • Document the process flow / Understand the Internal / External Voice of the Customer.

  • 8

    RCA & PS - D

    • Implement Temporary Countermeasures

  • 9

    RCA & PS - E

    • Determine the causes of the problem (Pt.1.)

    • Where to conduct 5Y's and 5W1H?

  • 10

    RCA & PS - F

    • CEDAC Examples

    • Determine the causes of the problem (Pt.2.)

  • 11

    RCA & PS - G

    • Implement Counter Measures / Monitor Effects / Establish Standards

About Your Instructor

The Dux Method - Creator

David Bovis

David has more than 30 years of industry and advisory experience supporting change initiatives from shop-floor to boardroom across Europe in organisations such as SMITHS, Bombardier, GEA, CNH, Aryzta, Yorkshire Water, AIRBUS and GKN. He has studied extensively to establish a deep understanding of the psychology and neuroscience required to affect a continuous improvement culture, culminating in models he has introduced to a range of organisations, affecting practical change. Results include reversing significant profit-drop and 'turnaround to profit', from loss making positions. The Dux Method, his advanced approach to Leadership and organisational performance improvement evolved over a 30 year career, and recognised East and West manufacturing history, the development of Leadership 'best-practice', Eastern and Western philosophy, and psychology, before it integrated the facts from neuroscience to clearly explain the vagaries surrounding all of these disciplines. This ‘neuroscience of change’ approach is now being introduced to a broad client base, at scale. A good example is the global transformation team at GKN Aerospace, who adopted #BTFA into every stage of their change programme with the support of their Global VP of transformation, 'ex Philips BV', Philip Holt. In recent years, David has presented his ideas and models to the AME (Association of Manufacturing Excellence), The World Manufacturing Forum and STPIS seminars (Socio-Technical Perspectives on Information Technology). David has spoken on Servant Leadership at the Greenleaf conference and is on the advisory board to two innovative leadership development projects, one focused on the use of advanced technology and the other focused on transformational leadership in the legal arena.

RCA & PS Skills

Include a list of items to support the central theme of your page. Bulleted lists are a great way to parse information into digestible pieces.

  • How to write a robust Problem and Objective statement

  • How to construct a CEDAC Diagram (Factory and Office)

  • Understanding Common Mistakes (Process and People)

  • How to Gather Good Data

  • How to get the best from Cross-functional teams & Visually tracking issues

  • Understanding the Psychology of workplace change and the transition people navigate.


Managing Director @ Sperling Retail

Josh Brown

The best training i've ever experienced.

Office Manager - Hemp Technology

Jemma Neesham

Encyclopaedic knowledge & skill, influential, motivating!

Ops Manager at Agrigear

Gary Biggs

excellent problem solving training, his understanding of the human condition in relation to change was apparent from the beginning



Featured in

Bonus Material

Include additional content to your course curriculum to provide further value to your students.

  • Free

    14 point change Checklist (Psychology)

    £60 value

    An overview of key psychological issues and our exclusive '(sanity) check sheet' for meetings

  • Free

    One to One Support

    £200 value

    Contact your instructor to answer any questions and see how you're learning is progressing!

  • Forums

    Community Discussions

    Amazing Value!

    Join our growing community and learn everyday through real interaction with fellow students!