After the training gaps are identified, they can be incorporated into an accelerated training programme along with the business improvement skills. The training to correct shortcomings in the areas I just described should be short, simple, and as hands-on as possible.
In my approach to training one strategy I have found to be most successful involves the use of a quality toolbox. When a carpenter goes to his job site he often carries with him a tool box containing several tools. A tool is a device for doing work. It is an object designed to do a particular kind of work, for example, cutting or chopping, by directing manually applied force or by means of a motor. Similarly, the quality tool box is one carried in the minds of the team. The team, which is generally made up of quality inspectors, manufacturing, customer service and marketing personnel, must have command of the quality tools necessary to achieve product and service quality, process efficiency and delight customers.
Now, what tools should one have in his or her quality tool box?
Although the advanced techniques of Six Sigma and Lean manufacturing have proven effective, many organizations do not have the resource base to go through the extensive training programmes required to establish advanced quality programmes. By starting with just the essential tools, a company ought to be able to make significant gains over the first year while its various teams learn more about which of the advanced techniques could be incorporated into its programme at a later time.
Just like the aforementioned carpenter’s tool box, the team member’s tool box should start with simple tools and build over time. The tools that are the easiest to use and that will be used most frequently are personal time management (PTM), process mapping, the seven simple statistical tools, and simple problem solving methods. These tools, along with a little team training and facilitation, are sufficient to start a business improvement project that goes after the low-hanging fruit.
Just like apprentices, team members should master the basic tools before advancing to complex tools. These basic tools are the platform for all business improvement and are the starting point for all of the advanced techniques. Here is a quick overview of the contents of the tool box.
The PTM Process
The PTM process is a commonsense approach to finding the time for teams to work on problem solving. It is based on the statement: “In order to start doing something new you have to stop doing something old.”
In many companies, stopping non-value-added work is very difficult. Employees might know that some of the reports they generate never get read, that some of the work they do is repeated by someone else, and that the invoices they send out will be returned by customers because the invoice software does not present the data the way the customers want it, but the employees are powerless to change the situation. Led by senior management, the PTM process can eliminate unnecessary work and reporting within weeks. It can free up time for those involved with process improvement to work on important tasks.
Process Mapping
Process mapping is a tool that is used to help understand what is happening in a process. Essentially, it is a method to produce a diagram that depicts the activities occurring in a process.
The critical activities are identified first and put down in sequence on a large sheet of paper. The diagram should start out as simple as possible because everyone working on the project reviews and amends it. I like to have the team draw the diagram on flipchart-sized paper that can be pinned to the wall of the team room. That way, the diagram can be continuously reviewed and revised during the team’s work periods. After the team agrees on the overall picture, the detail is slowly filled in as the team gathers data about what is happening within the process.
The Seven Simple
Statistical Tools
The seven simple statistical tools are used to gather data about the process, prioritize problems and provide inputs to the various problem solving methodologies. The simple statistical tools are:
– Flowchart
– Pareto chart
– Histogram
– Run chart
– Correlation chart
– Fishbone diagram
– Control chart
Simple Problem Solving
Once the process is well detailed and the facts are out on the table, the problem-solving stage is entered. For many problems, the clarity of understanding the issue through process mapping, data gathering, and presentation in the simple statistical charts lead to commonsense solutions. For others, a more structured approach such as the Plan-Do-Check-Act or PDCA cycle is recommended.
With the above quality tools companies will have the knowledge base and techniques to realize rapid improvements in product and service quality, delivery time, cost of doing business and profitability.
It is vitally important that top management recognizes that training must be the primary method used by management to develop increased capability in job performance. Training must be a continuing process that includes effort by both the trainer and the trainee toward the goal of acquiring new information, attitudes and skills on the part of the trainee. The attitude of the leadership must change significantly if basic product and service quality will ever be achieved. This change can only occur with a committed leadership, a clear vision and through a campaign of education and training.
