Continuous Improvement

AEC’s Partnership with MYCAA

August 12, 2016 at 10:20amAugust 12, 2016 by Myra Wilson

Our Center launched in February 2016 new online non-credit courses designed specifically for spouses of active military personnel to take advantage of the MyCAA scholarship workforce development program. The scholarships are funded by the Department of Defense and provide up to $4,000 of tuition assistance to eligible military spouses. Scholarships can be used to register for dozens of the Center’s online courses that lead to certificates and certifications necessary to gain employment in high-demand, high-growth, portable career fields and occupations. A few examples are pharmacy technician, human resources specialist, childcare specialist, corrections specialist, legal writing specialist, and IT network specialist.

Spouses of active duty service members in pay grades E1-E5, W1-W2, and O1-O2 of any branch of the military are eligible, including activated Guard and Reserve (but excluding Coast Guard).
So far, we have 32 participants and counting in the MyCAA program.
Go to go.osu.edu/mycaa for complete details and see the comprehensive list of courses.

Employee Training: Part 1

June 22, 2016 at 9:50amJune 22, 2016 by John M. Turner, Ph.D.

When we ask “What is employee training?” it is not surprising that we get different responses. Of course, no one particular answer is more correct than another. One definition of training to consider is as follows: Training is the process whereby people acquire capabilities to perform jobs. No company wants poorly trained employees. Their mistakes can be very costly to your company. Training provides employees with specific, identifiable knowledge and skills. Sometimes we will talk about training and development together. Development is different than training. Employee development is broader in scope and focuses on employees gaining new capabilities useful for both present and future employment. Training may include “hard” skills and “soft” skills. A “hard” skill would be learning how to operate a machine or piece of equipment. A “soft” skill would be how to effectively communicate with other employees.

In this series of articles, we will discuss several key components of employee training. These include the following:

Training defined.
Strategic training approach.
Four phases of the training process.
Types of analysis to determine training needs.
Internal, external and e-learning training delivery methods.
Levels of training evaluation.
Intercultural competence training for global employers.

We have seen contemporary training in companies change considerably over the years. Factors affecting the changes include the competitive environment and technology. Four specific areas have been affected. Each area is discussed below:

A. Organizational Competitiveness and Training

Companies realize that training their employees is important to a successful business. Estimates say approximately $60 billion is spent annually on training in the U.S. On average this expense is 1.5% – 2.0% of payroll expenses. This data is from a study conducted by The American Society for Training and Development (ASTD). Training can be compared to “continuous improvement.” If your employees are not properly trained, you could lose competitive advantage in the market. Retraining good employees is enhanced by an effective training program.

B. Knowledge Management and Training

Historically, competitive advantage among companies was measured in terms of physical capital. Today, “intelligence” is considered a raw material used by “knowledge workers.” Knowledge management is the way a company identifies and leverages knowledge in order to be competitive. Technology can help transmit knowledge, but having technology does not mean employees will use it to manage knowledge effectively. Knowledge management is a conscious effort to get the right knowledge to the right employees at the right time. This way it is shared and implemented in your company.

C. Training as a Revenue Source

Many companies make a profit from selling training. In some cases, training is included with a product purchase, for example, a new human resources information software package. Purchasing a new machine for the production department can be less than successful without proper training from the manufacturer. Future sales can be increased by providing product training.

D. Integration of Performance on Training

Job performance, training and employee learning must be integrated to be effective. The link between training and job performance is critical. Let’s look at safety fall protection personal protective equipment (PPE). If your employees were simply shown a training video it is doubtful that the equipment would be used properly. As an alternate method of training, the trainer could demonstrate how to properly put on the equipment, have the employees put the equipment on themselves and provide real-time feedback. We think it is obvious which training method works better. Other topics could incorporate everyday business issues as learning examples. This would increase the realism of training exercises and scenarios. This method integrates training, learning and job performance.

John M. Turner, Ph.D. is the President of JMT & Associates and a solutions partner who has been providing quality human resources consulting and training to Alber Enterprise Center’s clients for several years. Please contact info@alberosu.com for more information on John’s services.

Using the SIPOC Model to Break the Silo Culture

May 16, 2016 at 10:45amMay 16, 2016 by Norma Simons

Managers often see large and complex organizations from a functional or vertical view. This works in some cases where individuals are close to subject matter experts. In this environment subordinate managers tend to perceive other functions as enemies rather than partners.

This silo structure prevents interdepartmental issues from being resolved.

Each department has its goals and there is often competition for limited resources. The result is sub-optimization of the organization – one department being able to meet its goals at the expense of the organization.

The traditional approach shows a silo structure where separate and autonomous groups are unconnected and each department’s manager becomes the customer. Activities take place but value to the end customer may be compromised.

If the organization is small, then the traditional vertical organization may be sufficient to get things done and still meet the requirements of the customer.

The traditional mindset is- if each piece is managed then the needs of the end customer are met. This is erroneous.

The silo structure often gives rise to a silo culture, one that does not encourage collaboration, but instead perpetuates the “blame game” and “finger-pointing”. There are several structures within the organization that supports this behavior. In some cases, there are functional metrics which conflict with the overall direction of the company, in other cases the reward and recognition system supports the silo culture.

The SIPOC template moves organizations away from this and provides the steps to create a customer focused organization.

What is SIPOC

The acronym means – Supplier, Input, Process, Output, Customer

In the SIPOC model, it is necessary to have a feedback system – feedback between the customer and the process, and between the process and the supplier. The feedback loop ensures that the process is sustained and the organization does not revert to the old ways of doing things.

Value of SIPOC

Promotes cross-functional collaboration – teams are able to work together to see the big picture
Improves knowledge on what happens outside of the department
Provides measurement not only on activities within a department but how they add value to the customer
A big tool for motivation -as employees begin to see the “big picture” and understand the role they play
In Lean Six Sigma the SIPOC model is vital for:
- Project Selection
- Scope definition
- Avoid “scope creep”
- Critical in the Define phase of the DMAIC model
- Allowing a team to work together to achieve project requirements

Promotes and helps sustain a process focus
Provides a foundation for process mapping and process management

Although organizations may be designed by specialties, the SIPOC model is useful to change how work gets done, and ensure that the needs of the external customers are met. The tool provides the template for changing the culture of the organization from one that is confrontational to one that works across functional boundaries. When this is allowed to happen, teams can identify and remove waste – activities that are non-value added in terms of meeting customer requirements.

The bottom-line is that the SIPOC model and Lean Six Sigma have the ability to change the thinking of individuals in the organization. For more information, contact us or call 740-725-6325.

Norma Simons is Lean Six Sigma Master Black Belt, president of Performance Innovation LLC, and an AEC Solution Partner. Norma heads a team of qualified professionals in the areas of Lean and Six Sigma. Her success is attributed to her unique integration of performance improvement systems such as Lean, Six Sigma, Design for Six Sigma, quality management systems, business operating systems, and balanced scorecards that have enabled the effective execution of organizational strategy and, ultimately, bottom-line results.

7 Ways to Align Strategies Within your Organization

November 18, 2015 at 2:35pmNovember 18, 2015 by Norma Simons

Do you run your company, or business unit, like items on a checklist?

This could mean that the organization is not aligned and that you are generating waste.

“Great Performance is 1% Vision 99% Alignment” Jim Collins, author of Good to Great

Every organization or institution, for profit or non-profit, is required to achieve results. The method of getting those results can be structured, or unstructured.

In most cases organizations may have a vision, yet manage by using a strong silo structure. Every department has its goals and do the best to achieve the stated objective but activities may conflict with the work of other departments.

There is a certain level of waste as groups within organizations work against each other.

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

Can you achieve results? Most definitely!! Most companies and institutions achieve success for years with this model.

However, the problem becomes difficult when changes have to be made over a short period of time. Such changes may include:

Radical changes in the economy
Mergers and acquisitions
Quick changes in existing customer requirements
New markets with new demands
The company hires new employees
Radical changes in the use of technology, etc.

Question: So how can you ensure that you change and still achieve organizational alignment?

Answer: Develop a Structured Business Operating System.

How can this be achieved?

Vision Mission Values–Begin with a clear understanding of the vision, mission and values. If they do not exist, then the management team should spend time to document them in a way that is clear and concise.
Strategic Objectives–Document the strategic objectives of the organization as a whole. Once this is done then this should be in a strategy map (a one page document summarizing the strategic objectives) so that it can be clearly communicated throughout the organization.
Performance Measures (KPIs)– Based on the vision and strategic objectives top management should identify the top 10 key performance indicators (KPIs) that should be used to track performance.
Standard Documentation–Each measurement should be placed on a run chart that shows performance over time. A Pareto chart can be used to document the top areas that impact performance. Problem solving teams should then identify the root cause of the performance and solutions that need to be in place for improvement.
Deployment–The key performance measures identified by top management must be deployed in all areas of the organization. This allows all employees to keep track of activities in each area and to be a part of problem solving activities.
Review–The entire organization needs to have a systematic review process that focuses on key performance measures created in each area. During the review process, teams evaluate the performance metric and the results of problem solving activity.
Visual Management–The visual management system contains information on the key performance drivers in each area, and results of problem solving activity. The system serves to communicate the progress of the company as it relates to key areas.

Every organization performs all these and more – so this is not new. However it is the use of a structured process that will ensure that the organization can achieved expected results in a short time as well as promoting employee engagement.

At a recent luncheon for The Ohio State University Alber Enterprise Center (AEC), I was asked to deliver the following presentation. Flip through the SlideShare “Aligning Strategies with Operations” to get a few ideas on how to achieve alignment.

For more information about aligning your processes, contact us at 740-725-6325.

Begin Your Green Belt Journey Today: Lean Six Sigma Registration

August 31, 2015 at 4:46pmAugust 31, 2015 by Norma Simons

The Ohio State University’s Alber Enterprise Center Lean Six Sigma Green Belt Program

Lean Six Sigma (LSS) is a methodology and way of thinking that enhances the performance of an organization. It first was applied in the manufacturing industry but now it is being utilized in healthcare, government, education and several institutions. LSS provides a template to simultaneously reduce waste, improve the quality of products and services, improve customer satisfaction and increase profitability. Lean Six Sigma certification requires participants to not only learn the concepts but to demonstrate understanding of concepts through application in simulation projects.

Norma Simons, President of Performance Innovation LLC and AEC Solution Partner

What is a Blended Approach?

This approach combines the traditional classroom style with online self-paced learning using technology. The extent to which this approach is used will vary depending on the type of technology, the organization, and the material that needs to be covered. Because Blended Learning combines several different learning styles, it allows participants to work at their own pace and at their own convenience. Class time is then designed for discussing applications of concepts to the work environment and clarifying areas that might not have been clear.

What are the Benefits of a Blended Approach?

24/7 online learning access. Prior to class, participants learn the core material. After class they are able to use the information as job aids.
Consistent training delivery. The material as presented ensures that everyone receives the same message which ultimately ensures alignment of company processes.
More effective use of classroom time. With participants at the same level, classroom time focuses more on knowledge application, discussions and hands-on simulations or application to company projects.
High retention & better mentoring. Retention increases when users are able to control their own pace and can review material outside of the class, leaving class time for coaching.
Increased access to knowledge, overtime. The online job aids provides the means to reinforce the learning process at the completion of the program.

What are the components of Blended Learning?

Flip through the “Lean Six Sigma” SlideShare to get a few ideas on the components of blended learning. The slides also outline the requirements for our certification program.

Now that you have been introduced to the components of the blended learning program for LSS Green Belt, sign up for our next course by September 4, 2015. For registration details about our Lean Six Sigma Green Belt Program, visit: http://go.osu.edu/green-belt-registration or call 740-725-6325.

Three techniques in boosting your organization’s capacity

February 6, 2015 at 3:00pmFebruary 6, 2015 by Larry W. Sheppard

Environmental and Quality Management Systems Consulting-Continuous Improvement Process (ISO-14001-2004 EMS & ISO 9001-2008 QMS)

When starting a continuous improvement (CI) project, the simplest and the most important thing to do is to communicate to your organization and clients that you want to continually improve the services provided. State this intention through strategy reviews and team briefings. This is the most effective way to get the CI culture moving.

Environmental & Quality Management Systems Consultant for Certified Environmental, Inc and JAS & Associates of Ohio, LLC

Larry W. Sheppard, Environmental & Quality Management Systems Consultant for The Ohio State University’s Alber Enterprise Center, Certified Environmental, Inc. and JAS & Associates of Ohio, LLC

To help us improve faster than the competition we should aim to empower the team to make improvement directly. This has the advantage of boosting your improvement capacity; it also allows for far more hidden improvement opportunities to be realized. Some organizations may tend to channel improvement activity through dedicated improvement teams or individuals. This approach can be limited due to the lack of improvement capacity. All team members can be encouraged to engage in improvement activity, maximizing the volume of change and improvement that can be achieved. To achieve total team empowerment, a robust but simple change process should be introduced that allows all team members to make changes.

The focus should be on allowing all team members to make controlled changes by following a well-designed change process. Improvement culture can be measured by the number of improvements identified and actioned by the organization. It’s good practice to routinely report on CI progress back to the team and clients; this can underpin the organization’s commitment to continual improvement activity.

There are obvious commercial advantages that can be gained from a healthy and robust CI culture. However, it should also be pointed out that an empowered team will tend to be more productive due to the direct input from the owners into the business’s success. Team moral can be greatly improved by encouraging their involvement. Managed correctly, this team member responsibility can further improve an organization’s responsiveness and change of pace. CI organizations are nice places to be, where team members are more likely to use their full potential.

There are many tools and techniques that can be used to help boost your team’s improvement capacity. Usually these require some training to be effective. But it should be pointed out that specialized tools are not necessarily required to enable a successful CI culture.

3 Steps in Revamping Your Business Culture:

Kaizen: Kaizen, or Continuous Improvement Teams can be encouraged to evolve to tackle specific improvement opportunities. Groups can be trained to be more effective, but teams can also evolve organically without specific training.

Lean: This training will help your team to become faster and reduce costs. Lean training allows staff to identify and reduce wasted effort. Usually deployed within an organization or group, this is the perfect training to support an established CI culture.

Six Sigma: Six Sigma is best used to improve the standard of products and services by reducing output variation. Six Sigma should only be used following good Lean and 5S development.

CI can be developed into any organization relatively easily and with little cost.

Good management and leadership is the key to success. By following the three simple steps above an improvement culture can flourish in your business.

Most CI projects require little or no cost. An accumulation of several small improvements are sometime better than one large improvement.

Larry W. Sheppard is an Environmental & Quality Management Systems Consultant for The Ohio State University’s Alber Enterprise Center, JAS & Associates of Ohio, LLC, and Certified Environmental, Inc. His expertise is in implementing Environmental and Quality Management Systems for companies, preparing companies for their ISO Standards third party certification, providing Internal Auditor training and much more.

Ohio State nav bar