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Training Penetration Benchmarks

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  • #52518

    Dtlay
    Participant

    I’m working on refining our LSS deployment plan, and have put together some targets for training penetration for our organization. I’m defining our rate as the percentage of employees who have been through training as Champions, BB, GB, or YB. (We have separate measures for ROI and project effectiveness, so this is by no means our only measure of the program, but it helps us build our our long term plans and budgets.)I’m looking for benchmarking information from other companies on this. Has anyone developed this plan or implemented a strategy they would be willing to share?

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    #184836

    Rhineg
    Member

    Be very careful on establishing your targets. You don’t need 800 hammers to build 5 or 6 garden sheds (or even 5 to 6 per month).Pervasive training of YB’s to get overall organization awareness is good. Champion training for all division directors is also great. HOWEVER, target the number of GBs and BBs at the level of concurrent change your organization can digest. Otherwise you will have tons of “projects” with fuzzy soft benefits, just so everyone can get their GB or BB certificate.Consider your GB and BB target portfolio as the proper outfitting of the toolbox to fulfill the strategic business change plan.

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    #184839

    Dtlay
    Participant

    Agreed. We have done a lot of work building the plan and making sure we are connecting the project work back to the business needs.To clarify, I’m really looking to see what kind of benchmarks are out there for successful belt ratios. For example, MBB:BB, BB:GB, etc.

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    #184886

    Roger Ellis
    Member

    Just a note of caution based on my previous experience working at a small manufacturing company called General Motors (it used to be a big manufacturing company). We went through a similar exercise when we started doing training for Design for Manufacturing and Assembly (DFMA). We set targets for how many engineers to train, and we achieved the targets. However, no one was using the training to improve performance and there was no measurable impact from doing the training. I would suggest that you establish targets that measure what is being accomplished as a result of being trained. Regards, Roger Ellis, PMP, Six Sigma Master Black Belt

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    #185435

    mouse
    Participant

    0.2% MBB,ย  2% BB, 20% GB is what we have.

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    #185436

    Robert S
    Member

    Dtlay, no one overlay will work for all industries. Think a minute.
    An Intel has far different needs than a Walmart. Do I need to explain this or do you grasp the difference in employee mix, the repetitiveness of a Walmart store, etc?There are certainly other X’s – geographic disperion, complexity of processes, life cycle of products/services, distribution methods, on and on and on.
    Base your skill set needs and quantities on your opportunities. Figure out what it is you can fix then match those to the skills needed and how quickly you wish to resolve the issues. No one else’s program will match yours.

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    #185437

    Dtlay
    Participant

    Robert -I’m going to give you the benefit of the doubt here and assume you do not mean to be as condescending in your response as you sound.Yes, obviously there are many complexities that must be considered when plotting our your deployment. My intent is simply to research some current deployment practices and see what kind of targets are in use. If you have goals for your organization, I’m interested in hearing them.

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    #185438

    Dtlay
    Participant

    Mouse -Thanks for sharing!

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    #185440

    Robert S
    Member

    D – didn’t mean to be condescending yet no input as to other firm’s ratios will be beneficial to you. That was the point I was trying to emphasize. You must base your needs on… well, you needs.

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