VII.A Training Plans
Teaching New Dogs Old Tricks - Quality Progress, November 2019
A contemporary approach to factory floor reliability
Excerpt From The Certified Manager of Quality/Organizational Excellence Handbook
For most organizations, training is a significant budget item. During downturns in business it is often the first place where cost reduction is ordered. Therefore, it is imperative to view training as a strategic, cost-justified investment. It is the cost of not training that needs to be addressed when considering investing in training. Training is most beneficial to the organization when the training program’s role in achieving the goals and objectives of the organization’s strategic plan is supported by top management (for example, strategic plans include plans and budget for training).
Juran and Gryna suggest consideration of the following six issues when planning for training:
- The quality problems and challenges faced by the organization
- The knowledge and skills needed to solve these problems and meet these challenges
- The knowledge and skills actually possessed by the jobholders
- The training facilities and processes already in existence
- The prevailing climate for training in the organization, based on the record of past programs
- What needs to be done differently to achieve the desired quality1
Top management’s support and personal commitment to training efforts should result in:
- The integration of training into business planning as a quality-inducing process.
- Management being role models for reinforcing the daily use of quality principles throughout the organization.
- Trainees grasping the connection between what they are to learn and the strategic objectives of the organization (for example, continual improvement, customer focus, product and service quality, productivity, profit, and employee training and development).
- Preparing workers to deal with changing expectations through training.
- Establishing the acquiring of training skills as a requisite skill set for all management and team leaders.
- Effective training design and delivery.
- Consistent and frequent on-the-job recognition for work done well.
- Coaching to reinforce the worker’s use of post-training skills.
- Treatment of training as an investment in the future.
- Application of benefits-to-cost analysis to justify training and to measure results of training. If there is no expected return on training investment (ROTI), training should not be done.
- Training practitioners striving to adequately study, assess, and address the needs of the organization’s mainline operations.
- Measuring the training’s effectiveness in terms of the improved outcomes of the organization affected by the training (for example, by collaboration/partnering between the training professionals and operations work units to achieve a mutually measurable outcome).
- Treating training as important in building and sustaining a superbly trained workforce. (A significant marketing strategy that may be used to differentiate an organization from its competitors.)
- Realizing the value of training and placing it high on the list of priorities for resource allocation.
Understanding Talent Development
The Talent Development Capability Model
Quality Management BOK Reference
VII Training and Development
VII.A Training Plans - Develop and implement training plans that are aligned with the organization’s strategic plan and general business needs, including leadership training and alignment of personal development plans.
Back to the Training and Development CMC
Back to the Quality Management Body of Knowledge