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I know I am late with this, but here you go. You buried the lead, you would need to speak with floor personnel to assess the situation before you can recommend a remedy, if indeed there is a training remedy at all. You've got to find the root cause of the defects before you can be certain that training will correct the quality issue. Hereâs a link to an article that breaks down when training will be useful, and when it will not correct a problem: http://www.learningsolutionsmag.com/articles/442/nuts-and-bolts-when-training-works
Thanks,
Greg
> -----Original Message-----
> From: techwr-l-bounces+gregory -dot- sweet=health -dot- ny -dot- gov -at- lists -dot- techwr-l -dot- com
> [mailto:techwr-l-bounces+gregory -dot- sweet=health -dot- ny -dot- gov -at- lists -dot- techwr-l -dot- com]
> On Behalf Of Chris Morton
> Sent: Thursday, January 01, 2015 5:10 PM
> To: techwr-l -at- lists -dot- techwr-l -dot- com
> Subject: Re: Instructional design vs. machinist uptake
>
> My answer (which I have to send, awaiting your thoughts):
>
> <*firstname*>, everyone from management to maintenance staff is
> responsible for ensuring quality. This is a key component of kaizen, as
> espoused by <*his parent company*> (âKaizen is <*groovy*>â [w/link]).
>
> I have spent additional time looking over both <*company*> and <*parent
> company*> websites. Other than the reference above, I didnât see any
> mention of ISO 9001, Six Sigma or TQM (all related to kaizen and the
> teachings of W. Edwards Deming). I think certification may be of significant
> value in moving <*company*> to the next level. Only if
> *everyone* pulls together can <*company*> expect a breakthrough in
> quality improvement, and full adoption of the kaizen way (through company-
> wide
> certification) would ensure this.
>
> I am not a quality control expert, nor have I yet to be associated with a
> company for which ISO 9001 or Six Sigma certification is important.
> Therefore I am not qualified to make a formal assessment regarding defect
> rates vis a vis operator training. However, perhaps a logical starting point at a
> low levelâif it hasnât already been undertakenâmight be to interview
> operators.
>
> *Why arenât the PPTs effective? What do they think would be more useful to
> them?*
>
> I can tell you this from train-the-trainer courses Iâve completed: the more
> senses or learning modalities (visual, auditory, kinesthetic, and tactile) we
> can activate, the more learning will take place. But without complete
> operator buy-in, coupled with full accountability, there isnât a deliverable I
> could ever createâusing any medium (laminated quick guide, video, CBT,
> interactive testing, et al.)âthat would guarantee 100% operator uptake and
> yield zero defects.
>
> One of my correspondents offers this:
>
> In an IT environment, and sometimes in warehouse environments this is
> accomplished by having interactive checklists on tablets, where, in setting up
> a server, or filling an order, or whatever, the technician or whomever clicks
> off checkboxes on a form customized to the specific process they are doing,
> and initials it when it is completed. The application software automatically
> dates and timestamps the entries as they are made, so the instructions, the
> steps in the operation, and the signed record are integrated into the same
> interactive tablet form, and the completed forms are automatically saved on
> a serverâI don't know if this is possible for machinists, but as more and more
> manufacturing equipment becomes computer controlled, I don't see why it
> couldn't be applied there, too.
>
> Not being an analyst, not being privy to <*company's*> present direction
> and full mandate regarding QC, and not having yet visited there and spoken
> to a number of staff, I can only guess at what may be the most effective
> solution to guaranteeing 100% operator uptake and a zero defect yield.
> Company-wide embracing of ISO 9001/Six Sigma may be a great starting
> point.
> In the interim, perhaps <*company*> could engage a ISO 9001/Six Sigma
> consultant to perform a full analysis. Once that is complete, then my job may
> be to produce|integrate whatever delivery vehicle is deemed best to
> achieve the end result.
>
> > Chris
>
> On Wed, Dec 31, 2014 at 4:14 PM, Chris Morton <salt -dot- morton -at- gmail -dot- com>
> wrote:
>
> > Here's a whopper (abridged):
> >
> > Aside from the daily grind of preparing user manuals I see this
> > position as an opportunity to take our company to the next level when
> > it comes to developing *effective* work instructions. The management
> > team is held accountable for...external quality...As we discussed,
> > [company] cannot guarantee that operators are formally trained. We
> > rely on Power Point work Instructions to aid assembly operations. This is
> not effective enough...
> > Can you elaborate on how you might lead efforts to elevate [company]
> > to a breakthrough quality improvement?
> >
> >
> > This was not the original job req. and only came up during a phone
> > interview with this person. Now I've completed train-the-trainer
> > courses and understand the three learning modalities. I also have a
> > modicum of instructional design under my belt. But I never claimed to
> > be the guru of this specialized niche, nor was I expecting to have to take
> the lead on it.
> > As for any final aide (whatever its form), you can lead a horse to
> > water.....
> >
> > What would you do? I've never seen their shop floor, never interviewed
> > any of the mfg. personnel, etc., so am clueless as to why their
> > existing procedure is breaking down (other than PPT not being an
> > optimal delivery vehicle, perhaps). I really think this is the realm
> > of a consultant who specializes in such matters, don't you? Once the
> > consultant develops a plan, I'd be happy to carry it out. But no way
> > do I want to be on the chopping block if they can't raise their QC metrics.
> >
> > Thoughts?
> >
> > Thanks and Happy New Year
> >
> > . Chris (who feels like he's getting blindsided)
> >
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