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Process Improvement Essentials by James R. Persse PhD

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Training

In the phase shown previously, you and your team took the time to create an initial version of your process program. Because you did this through tight interaction with the partner groups, you should all share something of a common understanding of the program. This understanding is good, but it's probably not enough to ensure smooth, wide use of the program. In the next phase, you are actually going to run the program through a pilot, and pretty soon, you're going to roll out the program to the whole enterprise. And so it's very important that you think about providing some degree of training and education in the use of the program. If you have been working on a finely targeted program with a small group of support players, then your training needs may be somewhat contained. If you have been working on a large program, with many contributing groups, you will undoubtedly face a larger training challenge.

But be careful not to skimp on training. The lack of training may well be one of the chief reasons process programs fail. It's not that people don't want to follow the program; it may be that they don't know how to follow the program. To figure it out on their own may seem like too much extra work. That's why adequate training is so important. It gives people the background and the tools they need to use a new program. And it gives them a chance to become familiar with the program and with how it will impact, and hopefully improve, their jobs.

The success of your process ...

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