Re: Instructional design vs. machinist uptake

[Jim Jones <han4yu3 -at- gmail -dot- com>]

Chris, I think Greg's point is very good and something to be seriously
considered. After all the problem could be somewhere in the
people-to-people and not in the the people-to-technology channel.

And when the person wrote 'we cannot guarantee quality' my assumption is
that they cannot guarantee it to their customers, because of what they say
that they suspect is a training problem, and not that they could not
guarantee spending the money to clearly identify and completely fix their
problems [and by extension supporting 100% a new hire -you, potentially- to
'possibly' repair something].

Your response strikes me as being very good.

I'd think, along with you, that you would not want to be getting into some
situation in which you end up having to say to yourself [after such a big
move etc.] 'well I was led to believe A but really B was happening before I
came here.'

Jim Jones

Editing, Technical editing, other, including illustration

Chinese, German, and Spanish to English

Member American Translators Association

Senior Member STC [DCSA March 2009]

linkedin.com/in/jimxlat

communication.openhill.com





On Mon, Jan 5, 2015 at 11:00 AM, Sweet, Gregory (HEALTH) <
gregory -dot- sweet -at- health -dot- ny -dot- gov> wrote:

> Hi Chris,
>
> I know I am late with this, but here you go. You buried the lead, you
> would need to speak with floor personnel to assess the situation before you
> can recommend a remedy, if indeed there is a training remedy at all.
> You've got to find the root cause of the defects before you can be certain
> that training will correct the quality issue. Here's a link to an article
> that breaks down when training will be useful, and when it will not correct
> a problem:
> http://www.learningsolutionsmag.com/articles/442/nuts-and-bolts-when-training-works
>
> Thanks,
>
> Greg
>
>
> > -----Original Message-----
> > From: techwr-l-bounces+gregory -dot- sweet=health -dot- ny -dot- gov -at- lists -dot- techwr-l -dot- com
> > [mailto:techwr-l-bounces+gregory -dot- sweet=health -dot- ny -dot- gov -at- lists -dot- techwr-l -dot- com]
> > On Behalf Of Chris Morton
> > Sent: Thursday, January 01, 2015 5:10 PM
> > To: techwr-l -at- lists -dot- techwr-l -dot- com
> > Subject: Re: Instructional design vs. machinist uptake
> >
> > My answer (which I have to send, awaiting your thoughts):
> >
> > <*firstname*>, everyone from management to maintenance staff is
> > responsible for ensuring quality. This is a key component of kaizen, as
> > espoused by <*his parent company*> ("Kaizen is <*groovy*>" [w/link]).
> >
> > I have spent additional time looking over both <*company*> and <*parent
> > company*> websites. Other than the reference above, I didn't see any
> > mention of ISO 9001, Six Sigma or TQM (all related to kaizen and the
> > teachings of W. Edwards Deming). I think certification may be of
> significant
> > value in moving <*company*> to the next level. Only if
> > *everyone* pulls together can <*company*> expect a breakthrough in
> > quality improvement, and full adoption of the kaizen way (through
> company-
> > wide
> > certification) would ensure this.
> >
> > I am not a quality control expert, nor have I yet to be associated with a
> > company for which ISO 9001 or Six Sigma certification is important.
> > Therefore I am not qualified to make a formal assessment regarding defect
> > rates vis a vis operator training. However, perhaps a logical starting
> point at a
> > low level--if it hasn't already been undertaken--might be to interview
> > operators.
> >
> > *Why aren't the PPTs effective? What do they think would be more useful
> to
> > them?*
> >
> > I can tell you this from train-the-trainer courses I've completed: the
> more
> > senses or learning modalities (visual, auditory, kinesthetic, and
> tactile) we
> > can activate, the more learning will take place. But without complete
> > operator buy-in, coupled with full accountability, there isn't a
> deliverable I
> > could ever create--using any medium (laminated quick guide, video, CBT,
> > interactive testing, et al.)--that would guarantee 100% operator uptake
> and
> > yield zero defects.
> >
> > One of my correspondents offers this:
> >
> > In an IT environment, and sometimes in warehouse environments this is
> > accomplished by having interactive checklists on tablets, where, in
> setting up
> > a server, or filling an order, or whatever, the technician or whomever
> clicks
> > off checkboxes on a form customized to the specific process they are
> doing,
> > and initials it when it is completed. The application software
> automatically
> > dates and timestamps the entries as they are made, so the instructions,
> the
> > steps in the operation, and the signed record are integrated into the
> same
> > interactive tablet form, and the completed forms are automatically saved
> on
> > a server...I don't know if this is possible for machinists, but as more
> and more
> > manufacturing equipment becomes computer controlled, I don't see why it
> > couldn't be applied there, too.
> >
> > Not being an analyst, not being privy to <*company's*> present direction
> > and full mandate regarding QC, and not having yet visited there and
> spoken
> > to a number of staff, I can only guess at what may be the most effective
> > solution to guaranteeing 100% operator uptake and a zero defect yield.
> > Company-wide embracing of ISO 9001/Six Sigma may be a great starting
> > point.
> > In the interim, perhaps <*company*> could engage a ISO 9001/Six Sigma
> > consultant to perform a full analysis. Once that is complete, then my
> job may
> > be to produce|integrate whatever delivery vehicle is deemed best to
> > achieve the end result.
> >
> > > Chris
> >
> > On Wed, Dec 31, 2014 at 4:14 PM, Chris Morton <salt -dot- morton -at- gmail -dot- com>
> > wrote:
> >
> > > Here's a whopper (abridged):
> > >
> > > Aside from the daily grind of preparing user manuals I see this
> > > position as an opportunity to take our company to the next level when
> > > it comes to developing *effective* work instructions.  The management
> > > team is held accountable for...external quality...As we discussed,
> > > [company] cannot guarantee that operators are formally trained.  We
> > > rely on Power Point work Instructions to aid assembly operations.
> This is
> > not effective enough...
> > > Can you elaborate on how you might lead efforts to elevate [company]
> > > to a breakthrough quality improvement?
> > >
> > >
> > > This was not the original job req. and only came up during a phone
> > > interview with this person. Now I've completed train-the-trainer
> > > courses and understand the three learning modalities. I also have a
> > > modicum of instructional design under my belt. But I never claimed to
> > > be the guru of this specialized niche, nor was I expecting to have to
> take
> > the lead on it.
> > > As for any final aide (whatever its form), you can lead a horse to
> > > water.....
> > >
> > > What would you do? I've never seen their shop floor, never interviewed
> > > any of the mfg. personnel, etc., so am clueless as to why their
> > > existing procedure is breaking down (other than PPT not being an
> > > optimal delivery vehicle, perhaps). I really think this is the realm
> > > of a consultant who specializes in such matters, don't you? Once the
> > > consultant develops a plan, I'd be happy to carry it out. But no way
> > > do I want to be on the chopping block if they can't raise their QC
> metrics.
> > >
> > > Thoughts?
> > >
> > > Thanks and Happy New Year
> > >
> > > . Chris (who feels like he's getting blindsided)
> > >
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