Training Industry Quarterly - Spring 2008 - (Page 31)

TRAINING’S ROLE IN CONTINUOUS IMPROVEMENT BY TRACY HOLLISTER Specifically, survey results showed that in organizations where Training might not always be at the forefront of corporate consenior management was most satisfied with the progress of continuous improvement initiatives, but the involvement of the traintinuous improvement, 78% of the training functions were ining function is a strong factor in supporting the success of such volved in roll-out plans and 72% were involved in content initiatives. This was one of five key drivers uncovered in a recent development. As Table 1 shows, there is at least a 50 percentage research study conducted by Training Industry, Inc. and TBM point difference in involvement in both roll-out and content deLeanSigma Institute. velopment between training leaders whose senior management The study defined continuous improvement as a business phiwas very satisfied versus those who were dissatisfied. losophy used to continually create step-by-step, ongoing incremental or “evolutionary” improvement. Continuous Table 1 improvement processes are used to eliminate waste, reduce response time, simplify product and process Senior Management CI Satisfaction Levels Very satisfied design, and improve quality and customer service. Dissatisfied by Extent of Training Function Involvement The five drivers that were identified as mattering most in preparing employees for success in im78% Involved in the plementing continuous improvement initiatives 22% roll-out plans include: involvement of the training function, scope 72% Developed the 22% content of the initiative, leadership commitment, training content and training delivery methods. Sourced the 56% training 22% 72% 44% 67% 44% 6% 11% 17% 33% 0 10% 20% 30% 40% 50% 60% 70% 80% FOCAL POINT Involvement of the Training Function Survey results reaffirmed what seems intuitive — that perceptions of senior management satisfaction with improvement initiatives can be attributed to visible results, such as cost savings, improved quality and a tangible return on investment. What may not be intuitive is that the more involved the training function, the more satisfied senior management will be with the improvement initiative. Conducted the training Coordinated and kept records Other . None . Training Industry Quarterly, Spring 2008 / A Training Industry, Inc. ezine / www.trainingindustry.com/TIQ 31 http://www.trainingindustry.com/TIQ

Table of Contents for the Digital Edition of Training Industry Quarterly - Spring 2008

Training Industry Quarterly - Spring 2008
At the Editor’s Desk
Contents
Winning Organizations Through People
Before You Buy…
Learning Technologies
Take Your ROI to Level 6
LCMS: A Critical Link to Learning Success
Establishing Best Practices for Learning Governance
Training’s Role in Continuous Improvement
Meet Jim Mitnick
Meet Karen Kocher
Meet Christina Cernuch
The Personal Side of Personnel Training
Closing Arguments

Training Industry Quarterly - Spring 2008