why do we need training?

The need for training is often identified when something goes wrong.

• Bad parts are getting to the customer
• A customer is angry, or too many customers are angry
• It takes too long for the team to solve problems
• Validation testing yields 40% first time failures
• Program targets aren’t being met in a timely manner

These are just a few examples of common business problems. These issues have root causes that are not always correctable through Training. Let’s take the first example of “Bad parts are getting to the customer”. A few of the root causes could be:

• Lack of manufacturing poke-yokes
• Lack of design poke-yokes
• Bad parts feeding manu- facturing from a supplier
• Operator instructions not correct or difficult
• Machine not operating as designed

Each of these root causes identify a different person as responsible for the failure, which in turn identifies specific training – or does it?

In addition to understanding what, where, and when, it is important to identify who is responsible and who will impact future outcomes. ‘Who’ is commonly defined in a process explaining the performance required. It should be noted that job performance is simply tied to job expectations, work experience, job knowledge, and workload. Everyone goes to work wanting to do a good job.

Any employee should be able to say:

1. I know what’s expected of me
2. I have experience that helps me do my job better
3. I know how to do my job, and
4. I have enough time to accomplish all that is assigned to me.

Training is needed when an employee can’t do #3 well. Setting employees up for success can only make the company more successful.

Why it's so hard to do new things

Continuing my review of the 2007 MIT Management Conference, I listened to educator, Rebecca Henderson talk about why it's so difficult to make changes in a company.

Her words rang all too clear relative to a recent project I'm working on. If your company is bleeding, there are two things you can do:

1. blame the lazy people who work for you - after all, the last time you pushed them, they came through for you. (so the problem must be with them)
2. work really really hard so there isn't time to make decisions

There are really two theories Rebecca talks about and she's spot on:

The first one is: "There's a problem let's fix it"

The second says, "We have a problem, someone is screwing up, let's go beat them up"

The funny thing about the second theory is that (if it were even appropriate to use this option!) the wrong person is beat up.

If the problem is to be truly solved, we have to start looking at the first theory and make long lasting change.

I have two steps for you:

NUMBER ONE
Spend a very worthwhile hour listening:



NUMBER TWO:
Call me.