The training program for these businesses should be designed well to suit the needs of Six Sigma projects. A proper plan that ensures that all training needs are taken care of is vital to the business improvement process that they will be undertaking. Developing an effective training methodology should be the primary objective of any Six Sigma company.
Trainers can follow these three steps to make the training program uncomplicated and effective to develop future Six Sigma leaders.
1.Pre-training 2.Delivery 3.Feedback and analysis
Pre-training Preparation
The first thing to do before starting on the Six Sigma training schedule is to understand the customer's expectations - in this case, the employees. By carrying out discussions with the people involved such as the deployment leader, trainee and future belts, more information and input can be given that can be used to develop and design Six Sigma training programs.
Training is a team activity and it is better to be prepared in advance with the knowledge about the participants. A plan with targets for each day of the training program can be used to observe the pace of the schedule.
The curriculum has to be a combination of games and exercises to ensure active participation and interest of all involved in training.
Delivery of Six Sigma Training
To be successful, Six Sigma training should have good delivery of the proper contents of the training material. With content, appropriate data will depend on the targeted trainees. Content for Green Belts will differ from content for Black Belts. Six Sigma is implemented serially as per DMAIC steps.
These being the underlying phases, the logical flow and their practical application has to be clearly explained. Carrying out exercises at the end of Six Sigma training sessions is useful to know the level of understanding of the trainees. They can also be given hands-on experience with the tools of the Six Sigma methodology.
For Six Sigma training to be effective, the proper delivery of the content is significant. The trainers should be well versed with the subject matter to make a convincing case for Six Sigma. The trainer's style should be developed to suit the different types of participants.
Six Sigma trainers should hold the interest of the trainees throughout the program. Maintaining eye contact helps to create an informal and open session with participants. By giving examples related to the current work conditions, the participants will be able to understand the subject matter and the relevance of the training to their new roles.
To determine the understanding level of the employees, trainers should ask questions and encourage them to ask questions as well. The trainers may change the strategy if they find that a delivery style is not suitable for the current trainees.
Feedback and Analysis
At the end of the program, or even during Six Sigma training, feedback from the participants should be taken in order to determine their comfort level with the subject. This helps to improve future content, as well as facilitate changes in the way it is delivered by trainers.
At the end of Six Sigma Training, feedback allows companies to understand if the goals were met.
Some organizations that have tried to use Six Sigma in field sales have used information technology solutions too soon. There is a wrong perception that Six Sigma will interfere with the productivity of the sales staff or take up time that they would rather spend with customers.
There is a lack of data and well-defined processes which leads to variation in work methods, and a process to build upon. Sales staff and others that have their own pace feel that Six Sigma is adverse to their success. Sales staff and field staff are always on the move, and to get them together for Six Sigma training is very difficult.
For successfully implementing Six Sigma in a mobile workforce a few tips are listed below:
Single Out the Relevant Critical Y's
This is one thing that the mobile workforces are always advised to follow, whether it is Six Sigma or other improvement techniques. If Six Sigma tools and methods were beneficial to them and their goals, then staff members would be open to such change.
This means that if price, profitability, costs, productivity and cash were taken as the underlying factors for their business definition, they would be open to such change. Linking specific outcomes (i.e. the critical Ys) to the field process that affects their targeted goal is the starting point to fill in gaps in the process.
Supporting the Field Staff
The field staff will initially resist Six Sigma, as they feel that it takes time they need to spend with customers. If sales effectiveness techniques are developed, they will allow the initiative to move ahead. By reducing the amount of time to be spent by staff on Six Sigma training, if companies ensure an awareness of the tools and approaches with small training, they will accept the usefulness of the tools and methodology.
Using simple tools and methods relevant to the people and the project, the identification and mapping of the relationship between the various factors can become very useful.
Emphasis on Technology for Data Gathering
Effective use of technology can be beneficial for Six Sigma projects with mobile workforces. Success is dependent on the sharing of ideas and other communication. Entering data into various applications can become cumbersome for them; that can be overcome by the usage of personal digital assistants (PDA) equipped with Mobile task Application (MTA) software.
The objection to maintaining data can be overcome with the use of technology, which allows the organization to manually track data. The speed and ease of data collection assists in reducing delays in performance and outcome.
Once entered, data can easily be retrieved later for business management and improvement purposes. This helps schedulers to get instant data on demand and better manage customer needs.
Change Management
Though there is initial resistance to change, if companies give sufficient attention to various factors of change management, the process becomes simpler. By making a clear case for Six Sigma, project leaders can demonstrate the data that shows why and how improvements are to be brought about.
The involvement and communication of all concerned and affected people is necessary. Six Sigma training and periodic discussion on the Six Sigma approach forms a major part of this process. By changing organizational structure, policies and procedures to make it easier for staff to comply with the changes, better compliance of Six Sigma can be expected.
Using Six Sigma methods in sales and field staff areas is very difficult. If managers use technology effectively to simplify tasks, they will become easier and Six Sigma would then be accepted by mobile workforces better.
Tony Jacowski has sinced written about articles on various topics from University, Six Sigma and Information Technology. Tony Jacowski is a quality analyst for The MBA Journal. Aveta Solution's Six Sigma Online offers online and certification classes for six sigma pro. Tony Jacowski's top article generates over 90500 views. to your Favourites.