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Topic Green Belt "Light" 90 Minutes at a Time?

Green Belt "Light" 90 Minutes at a Time?

Home Forums General Forums Training Green Belt "Light" 90 Minutes at a Time?

This topic contains 11 replies, has 8 voices, and was last updated by  Robert Butler 9 months, 1 week ago.

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  • #700954 Reply

    I am building a culture of Continuous Improvement in our very new shared services BU and am finding some resistance to two “week long” trainings for our GB class. I’m thinking about teaching a 90 minute to 2 hour “tool of the week” class over a period of 6 or 8 weeks.
    What are your thoughts on tackling Green Belt in this way?
    What are your “Can’t Live Without Them” Tools for a highly transactional/administrative environment (i.e. Accounting, HR, IT, Payroll).
    Thanks in advance for any suggestions you may have.
    Keri

    #700958 Reply

    Your proposed approach can work to build the culture and familiarity with tools and techniques. I doubt it will work for GB training where you want commitment to the training without distraction from day-to-day work. You will find that attendance is spotty. People will feel free to “blow off” a training a session because they have pressing duties and it’s no big deal to miss one of these short classes.

    #700966 Reply

    no harm no foul…but have them work projects at any time to get best bang for your buck.

    just don’t be surprised when folks miss and the tools all feed into each other and confusion grows in the classes.

    #700968 Reply

    John
    Participant
    Reputation - 276
    Rank - Aluminum

    I had a similar issue with time commitments. Our solution was to go with two weeks of training but broken out as a full day on the Monday then 4 hour days Tue-Fri. It ended up being 50 total hours and a ‘lighter’ transactional green belt program.

    Several things we did that made it work…

    *Required each attendee to find and bring a project to class. We do allow up to four GB’s per project with Black Belt mentorship.

    *Covered define and Measure in week 1, Analyze improve Control for Week 2 with a 3-4 week gap between sessions to allow time to work on ‘real’ jobs and dive into projects.

    Our end result was that of those trained we had 50% of our attendees completing two successful projects within 16 months to get our lean Green Belt certification.

    On your tools question. We train on process mapping, Pareto and control charts along with a lot of waste and VOC discussion on the Lean side.

    Advanced statistics such as Hypothesis testing and Gage tools are left out. The BB should be able to help them with these if needed. Our organization was not robust in Continuous Improvement so wanted to get good results without overwhelming the training group.

    #700974 Reply

    I appreciate your problem but the meta-message you are sending is that what you are doing isn’t terribly important. If you doubt this think about the things in your organization that people believe do matter. If something is important it gets covered NOW and you don’t get to drop by for instruction when the mood strikes. You can certainly try your teaching approach but you should expect results like those mentioned by @Straydog and @cseider.

    #701198 Reply

    @kbwilson92 It was a relief to see Robert Butler’s response. Coming up with you approach has left me wondering how in the world anyone chose you to implement “culture Change” when you can’t even implement GB training. You want to walk around with your hat in you hand an apologize for disturbing people from doing their real job?

    The other problem is that you thing teaching a tool qualifies you as a GB. Your understanding of SS is about as shallow as spit.

    Do your organization a favor and quit. Claim you salary as the waste you saved and get a job selling ice cream so everybody will like you.

    Just my opinion.

    #701236 Reply

    I was trying to be “nice”, Mike @Mike-Carnell Maybe this “light” training can introduce concepts but it won’t train GB’s and cultural change won’t occur without demonstrated results, which you won’t get. So it’s pretty much a waste of everyone’s time.

    #701289 Reply

    I have some experience to share on the topic @kbwilson92!

    TL;DR: It can work, but I HIGHLY recommend making it self paced and/or recording the sessions. Also have some sort of ‘quiz’ or ‘test’ to gauge understanding/retention.

    Many years ago we changed our training program from 2 weeks in person training to 1 week online (self-paced) plus 1-week on-site (4 days really). This was both to address the issue with the ‘full week’ and also to reduce the expense of the training program. We partnered with a company called Lean Methods (formerly known as BMGI) for the online content. We actually have YB, GB, and BB level courses via this online toolkit. It’s working pretty well. We use this as a gate for GB courses. Employees have to complete the online training and pass a ‘test’ before qualifying for the in person courses. This allows us to weed out those who aren’t serious.

    I also advise a course at the University of Pittsburgh were the class is taught for something like 15 weeks with 3 hour classes each week. I LOVE this model, however, it’s just not as practical in the work environment. With PTO, holidays, and just ‘getting caught up in the day job’, I can foresee difficulties in getting people to attend all the sessions.

    I currently host a monthly lunch & learn which is quite similar to what you are suggesting, except ours is schedule for 1 hour but we only build 30 mins of content. (We try to leave time for open Q&A and to allow for peer dialogue.) The attendance is good, but participation is not nearly as good as it would be if we were in the classroom together. (Our org is dispersed across 5 physical locations, so we use telepresence rooms for the events. I’m confident we’d be able to get better participation if we had a captive audience in the room!)

    Regarding GB tools for highly transnational teams: Process Mapping, Mistake Proofing, Lean/8 Types of Waste, Fishbone, Pareto Charts. We are heavily use Workout, so we teach that to all Green Belts. We don’t lean on Green Belts to do heavy lifting on the analytics, so we ask them to leverage the power of people in workout.

    Lastly, I don’t disagree with the points made on culture, but that didn’t seem to be the focus of your question. Culture change takes time. If you and the organization are willing to try something to compromise whilst working on the culture side, then I say go for it!

    #701340 Reply

    I think that the approach to training should be tailored to the business. In our shared services center, we are currently re-structuring the way we deliver, as we had to cancel our last class. No one was able to dedicate 1 full week away from their jobs. This to me, does not mean that they are not dedicated to continuous improvement, just unlikely able to step away from the “fires” for such a long period of time. As long as the expectation for certification is clear and understood, there should be no problems with “missing” class (if they do then don’t let them continue until the next offering). In my opinion, training on their terms is better than not training at all and being the sole resource and getting overwhelmed.

    As far as core content, it is dependent on what the expectations of your GB’s are. We focus on Process Mapping, Basic Statistics (ie. control charts, pareto charts, histograms, sigma value calculation), VOC, CTQ’s, Affinity Diagrams, and project closure focusing on pilots/implementation. We highly recommend that anyone taking the class starts with a project identified. They are mentored through the project by the BB supporting their area, who will ensure that they are utilizing the right tools and assist with and check any of the statics.

    I wish you luck in your training adjustment. Even as Continuous Improvement Professionals, we need to remind ourselves that “we have always done it this way” is not an acceptable answer and that even our “processes” need to be fixed/adjusted from time to time as they mature.

    #701350 Reply

    Thank you for the ideas and suggestions. I appreciate the open dialogue.

    Yes, the resistance to traditional training is a red flag that has not gone unnoticed by me. I was simply looking for alternatives to meet them where they are.

    Cruel and personal remarks about my “shallow” understanding of SS and the suggestion that I should just get a job “selling ice cream” aside, I thank you all for your participation.
    KW

    #701422 Reply

    I am shocked that anyone would respond in such a harsh way. Life is too short to open the floodgates of thought and spew forth whatever rude comments pop into the mind. No question is foolish.

    I think this model would be useful in an environment that has limited time to get people together for concentrated solid blocks of time. It is how night school classes operate for Six Sigma studies.

    Go ahead, call me a fool, tell me to resign. I don’t care. I still have that MBA after my name that I worked hard for and that qualifies me to speak an opinion in spite of not being a Six Sigma God.

    #701423 Reply

    I think @kbwilson92 and @cas123 are missing the key point – there’s no penalty for non-compliance. As described what is being proposed is a 90 minute session that people can attend (or not) as their schedule permits. You can’t equate this kind of situation to night school classes – the classes cost money, demand attendance and demand expenditure of personal time. Failure to attend and pass the night school class has serious consequences – wasted money and zero credit for anything (and if you going to night school at the behest of your employer and on their dime – consequences with respect to your future prospects with your company).

    As I said in my first post to this thread – go ahead and try your approach but be prepared to not see much of anything in return for the time and effort you will have to invest in building and running these courses.

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