![]() Note: In some cases, the job task isn't a simple procedure with a series of smaller steps performed in the exact same order every time. This process is known as the task analysis. This will help you prepare to teach the steps of that procedure to workers. In those cases, you'll want to break the procedure down into a series of smaller steps. In other cases, though, the training will be intended to help workers develop new skills so they can complete a specific task or procedure on the job. In some cases, your training may be focused on creating awareness or teaching knowledge to employees. Remember that simply saying the training is complete, or that workers passed a test, or that workers spent a certain amount of time in training, is NEVER enough to justify the value of the training. Once the training has been complete, you can compare the previous metrics with the current metrics and look for a trend. Record that business metric now and set up a schedule for continually monitoring and documenting that metric.Determine what key performance indicator (KPI)/ business metric is used to track that business goal.Determine the business goal the training is intended to improve.You won't be able to measure and demonstrate the effectiveness of the training program. There's always a business goal behind it.īut if you wait until the training is complete before you think about this, you'll be behind the proverbial eight-ball. Because remember, companies don't train workers without a reason. And by that, we mean you're going to want to know if it had a positive, measurable effect on one or more business goal. Identify the Business Goals and/or Metrics You Want the Training Program to InfluenceĪt some point, after the training is complete, you're going to want to know if the training worked. If training IS the right solution, keep going. If training isn't the right solution, do whatever is and stop the training process. ![]() Sometimes you'll find that training is appropriate, but in other cases you'll find that other solutions would be more appropriate (read more about this here). Do employees not know how to perform a specific job task, for example?Īnd the second is to determine if training is the right solution. The first is to determine the "problem" you're trying to solve. There are two points of a training needs analysis. Identifying and measuring the business goals or metrics your training is intended to influence. ![]() The design process includes several steps, including: In short, that means planning your training. ![]() Rather than just jumping in and starting to create training, it's important to work through the initial design phase. Step 1: Designing Manufacturing Training Programs You'll never be done with a manufacturing training program because you always can (and should) keep trying to make the program better and more effective. Second: The phase at the end of the cycle, before you go back to design, is Continuous Improvement. And that's true of manufacturing training programs, too. What We Want to Tell You About Manufacturing Training Programs:įirst: The image above represents a never-ending cycle. Now that you've looked at the graphic, we want to point out a few things. It illustrates a process starting at 12:00 on the clock and moving in a clockwise fashion. There are six basic steps to pulling together a manufacturing training program at your work that really-well, works.įor starters, check out the image below. The Six Steps Behind Effective Manufacturing Training Programs ![]()
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