Quality Progress - February 2018 - 52

Six Sigma Solutions
I have met others trained in a similar manner
who have transcended the mediocre level of
understanding-that most people exist on-
to a more intuitive level of operation.

Ineffective training

Consider how we deal with training in most of
the world. We form classes, tell people about
it, and hire a person to come and teach the
material. This is what my "train the trainer"
instructor referred to as the "Give, tell, dump
and shove it to them" training. In other words,
the structure is passive training that gets
people to the knowledge level of Bloom's
taxonomy. With some class exercises, maybe
people get to the comprehension level.
Then there's the constant cry from the class:
"We need case studies or we can't understand."
So there is a case study that helps a portion of
the class understand things a bit more. But then
another smaller group in the class cries: "We
need a case study that specifically describes
what we do or we won't understand it. Maybe it
just doesn't work for us."
This is passive learning elevated to the level
of sloth learning. When the class is complete, everyone does a smiles test to assure
the instructor was entertaining enough. We
return to our jobs and, because we have now
completed a superficial level of training, we
do nothing different.
Our organizations spend billions of dollars
on training every year. What they really want
is application-level training. They want the
David Terry result. They need people understanding at an intuitive level and trained so
they have the confidence and capability to
execute what they have learned.
People who couple together the ideas they
have learned in training with the things they
already know and understand are the ones
that create innovation. Innovation doesn't
come from some slick packaged tool. It
comes from people's brains. This will change
an organization.
What we buy is fast-food training-in other
words, the lowest price and fast. We want
the lunch special while we watch "The Andy
Griffith Show" reruns. You want experienced
instructors? They want too much money, and

52 QP

February 2018 ❘ qualityprogress.com

really, this training is a commodity.
You want to do a project? Forget it. It
We pay billions of
costs too much and is too slow. Butts
dollars every year to
in the chairs and sign the form so
perpetuate that same
we know you attended. Here is your
issue at an organization
certificate. Thanks for stopping.
level when we really
In the late 1990s we were perfectly
have the power to
positioned
to see that tsunami-like
change it.
wave to get Six Sigma training. After
it became known that General Electric
and Jack Welch were doing it, it got crazy. There were many leadership
teams that just wanted to get Six Sigma trained and take the bump in
stock price that Wall Street was handing out as a short-term reward if
you emulated Jack Welch.
What organizations should have been doing is the same type of due
diligence that should accompany the purchase of any type of training.
Ask questions such as:
+ Why does the business need it?
+ What future state do we want to accomplish?
+ What do we do to accomplish that?
In other words, basic planning questions are a part of any well-executed plan. Take the entire planning process through the stages of
purpose, purchase, execution, implementation and sustainment, which
is very much the same as define, measure, analyze, improve and control if you understand it as a thought process rather than a set of tools
and toll gates.

The power to change

W. Edwards Deming once said our schools were part of the problem and don't always deliver the skills that industry needed. We pay
billions of dollars every year to perpetuate that same issue at an organization level when we really have the power to change it.
Don't blame the universities. They are academics not always in
sync with today's business needs. Demand
your training classes are effective and not
full of pointless cases that truncate the
learning experience. Contractually demand
the trainers deliver results. Don't let them
send a trainer who may be entertaining but
hasn't done anything in his or her career.
Achieve quantifiable results and make the
trainers prove it.
If those were your dollars being spent
Mike Carnell is
president and CEO
on training, you would certainly demand
of CS International in
it. When you walk into that room, be
New Braunfels, TX. He
prepared to work at learning. Walk out
earned a bachelor's
degree in business
prepared to make more of a difference
administration from
than updating your résumé or curriculum
Arizona State University
vitae, or hanging another certificate on an
in Tempe. Carnell is a
member of ASQ.
ego wall.


http://www.qualityprogress.com

Table of Contents for the Digital Edition of Quality Progress - February 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
Office Efficiency
The Crown Jewels of Design
Open Lines
Less Is More
ASQ 2018 Six Sigma Resource Guide
Standard Issues
Six Sigma Solutions
Statistics Spotlight
Marketplace
Footnotes
Try This Today
Quality Progress - February 2018 - intro
Quality Progress - February 2018 - cover1
Quality Progress - February 2018 - cover2
Quality Progress - February 2018 - 1
Quality Progress - February 2018 - 2
Quality Progress - February 2018 - 3
Quality Progress - February 2018 - 4
Quality Progress - February 2018 - 5
Quality Progress - February 2018 - Seen and Heard
Quality Progress - February 2018 - 7
Quality Progress - February 2018 - Expert Answers
Quality Progress - February 2018 - 9
Quality Progress - February 2018 - Progress Report
Quality Progress - February 2018 - 11
Quality Progress - February 2018 - Mr. Pareto Head
Quality Progress - February 2018 - 13
Quality Progress - February 2018 - Career Coach
Quality Progress - February 2018 - 15
Quality Progress - February 2018 - Office Efficiency
Quality Progress - February 2018 - 17
Quality Progress - February 2018 - 18
Quality Progress - February 2018 - 19
Quality Progress - February 2018 - 20
Quality Progress - February 2018 - 21
Quality Progress - February 2018 - The Crown Jewels of Design
Quality Progress - February 2018 - 23
Quality Progress - February 2018 - 24
Quality Progress - February 2018 - 25
Quality Progress - February 2018 - 26
Quality Progress - February 2018 - 27
Quality Progress - February 2018 - 28
Quality Progress - February 2018 - 29
Quality Progress - February 2018 - Open Lines
Quality Progress - February 2018 - 31
Quality Progress - February 2018 - 32
Quality Progress - February 2018 - 33
Quality Progress - February 2018 - 34
Quality Progress - February 2018 - 35
Quality Progress - February 2018 - 36
Quality Progress - February 2018 - 37
Quality Progress - February 2018 - Less Is More
Quality Progress - February 2018 - 39
Quality Progress - February 2018 - 40
Quality Progress - February 2018 - 41
Quality Progress - February 2018 - 42
Quality Progress - February 2018 - 43
Quality Progress - February 2018 - ASQ 2018 Six Sigma Resource Guide
Quality Progress - February 2018 - 45
Quality Progress - February 2018 - Standard Issues
Quality Progress - February 2018 - 47
Quality Progress - February 2018 - 48
Quality Progress - February 2018 - 49
Quality Progress - February 2018 - Six Sigma Solutions
Quality Progress - February 2018 - 51
Quality Progress - February 2018 - 52
Quality Progress - February 2018 - Statistics Spotlight
Quality Progress - February 2018 - 54
Quality Progress - February 2018 - 55
Quality Progress - February 2018 - 56
Quality Progress - February 2018 - 57
Quality Progress - February 2018 - Marketplace
Quality Progress - February 2018 - 59
Quality Progress - February 2018 - Footnotes
Quality Progress - February 2018 - 61
Quality Progress - February 2018 - 62
Quality Progress - February 2018 - 63
Quality Progress - February 2018 - Try This Today
Quality Progress - February 2018 - cover3
Quality Progress - February 2018 - cover4
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