Developing and Measuring Training the Six Sigma Way.Developing and Measuring Training the Six Sigma Not to be confused with Sigma 6. Six Sigma is a set of practices originally developed by Motorola to systematically improve processes by eliminating defects.[1] A defect is defined as nonconformity of a product or service to its specifications. Way, by Kaliym A. Islam, Book, 2006, Pfeiffer & Company, $45. Is ISD See IDD. dead? Is Kirkpatrick's model ready for the attic? In his book, Developing and Measuring Training the Six Sigma Way: A Business Approach to Training and Development, Kaliym Islam challenges training professionals to use Six Sigma tools to drive training initiatives. From his point of view, traditional instruction systems design and Kirkpatrick's model of evaluation focus on evaluating the wrong things Wrong Things is a collaborative short-fiction collection by Poppy Z. Brite and Caitlin R. Kiernan, released by Subterranean Press in 2001. This short hardback includes one solo story by each author and one story written in collaboration, as well as an afterword by Kiernan. : learning goals rather than business goals. Islam carefully lays out a systematic process that will ensure that training programs are truly driven by the business leaders and return the intended business results. History of ISD In the first part of the book, Islam sets the context, explaining the history of ISD, including B.F. Skinner Skin·ner , B(urrhus) F(rederick) 1904-1990. American psychologist. A leading behaviorist, Skinner influenced the fields of psychology and education with his theories of stimulus-response behavior. (1954), Bloom bloom 1. the general appearance of the surface. In carcass meat it is the glistening, transparent effect and the gentle pink color that gives a good bloom to the carcass. It is the result of proper tissue hydration coupled with the correct proportions of fat, connective tissue and (1956), Kirkpatrick (1959), and Bloom (1962). Seeing these dates re-affirmed for me that it certainly is time to look for new tools. Islam notes that though ISD continues to be en effective methodology for designing engaging instruction, it was never intended to address business issues and does not include tools and methods to link results back to the business. Islam then provides an overview of Six Sigma, a methodology that aligns core business processes with customer and business requirements; systematically eliminates defects from existing processes, products, and services; or designs new processes, products, and services that reliably and consistently meet customer and business requirements. This methodology has traditionally been used as a quality and process improvement tool for manufacturing and other repeatable processes. Islam takes a bold step by applying this methodology to a Human Resource function such as training. He explains key concepts such as Voice of the Customer, Voice of the Business, Defects, and Tollgate reviews by providing diagrams and examples related to the training field. In addition, he describes several of the models in the Six Sigma toolset, including DMAIC DMAIC Define, Measure, Analyze, Improve, Control DMAIC Design, Measure, Analyze, Improve, Control (5 stages of Six Sigma Quality Improvement and Assurance) (Define, Measure, Analyze, Improve, and Control) and DFSS DFSS Design For Six Sigma DFSS Defence Force School of Signals (Australian Defence Force) DFSS Decision Frontier Solutions Suite (Informix) DFSS Dielectric Frequency Selective Surface (Designing for Six Sigma). Main course Once Islam has set the table by providing the history, context, definitions, and rationale rationale (rash´  nal´),n the fundamental reasons used as the basis for a decision or action. , he brings out the main course, an adapted Six Sigma model for training and development: DMADDI. DMADDI has six phases and asks six key questions: * Define: What are the business requirements? * Measure: What targets do we need to meet? * Analyze: What needs to be learned? * Design: How should we teach it? * Develop: Does our prototype match our design? * Implement: Did the implementation meet business and instructional requirements? The book continues on with in-depth explanations of each phase, key tools, processes and, examples. For example, in the Define phase, he introduces a Stakeholder Analysis The introduction to this article provides insufficient context for those unfamiliar with the subject matter. Please help [ improve the introduction] to meet Wikipedia's layout standards. You can discuss the issue on the talk page. Form that helps determine each stakeholder's relationship to the project and involvement strategy. This tool could be used to facilitate a very valuable team discussion to identify and describe project stakeholders Project stakeholders are those entities within or without an organization which: a) Sponsor a project or, b) Have an interest or a gain upon a successful completion of a project. early in the project. Great attention is paid to upfront chartering, creating a solid business case, and defining key measures. Most of these steps are typically skipped or glossed over when using the traditional ISD model. The book concludes with an in-depth case study, showing how the author applied the tools and process on one of his projects. The book provides a complete explanation DMADDI, a new Six Sigma-based methodology for training design and development. Part One provides background, Part Two provides detailed information about how to apply DMADDI, and Part Three provides a case study. The book contains over 100 figures, tables, and exhibits that help depict de·pict tr.v. de·pict·ed, de·pict·ing, de·picts 1. To represent in a picture or sculpture. 2. To represent in words; describe. See Synonyms at represent. key elements of DMADDI. In addition, each concept is backed up with clear, relevant examples. Outstanding but Black Belts needed Developing and Measuring Training the Six Sigma Way is an outstanding book. It poses challenges, raises questions, and offers solutions to extremely difficult questions. The one weakness in this book is a failure to acknowledge how difficult and complex this process can be. Typically, Six Sigma projects are lead by experienced "Black Belts" (i.e., certified See certification. masters) and are supported by "Green Belts" (i.e., less experienced practitioners). It takes quite a bit of knowledge, skill, and experience to use these tools effectively and make it seem reasonable to your business partners. In addition, if you are not careful, the entire process can seem incredibly bureaucratic bu·reau·crat n. 1. An official of a bureaucracy. 2. An official who is rigidly devoted to the details of administrative procedure. bu and documentation-heavy. If your company has Black Belts, you may be able to engage them in coaching you through this process. Most likely they will be enthusiastic about seeing a new, creative application of Six Sigma to an important organization process. Recommendation Developing and Measuring Training the Six Sigma Way is a must read for performance consultants and training professionals. Islam challenges conventional thought and provides a rich set of tools and methods as an alternative. He brings rigor rigor /rig·or/ (rig´er) [L.] chill; rigidity. rigor mor´tis the stiffening of a dead body accompanying depletion of adenosine triphosphate in the muscle fibers. to our field and provides new options in working with our business sponsors. Kudos to him for driving our field into the next century! Product Ratings Developing and Measuring Training the Six Sigma Way Overall rating **** Review by Sue Deisinger |
|
||||||||||||||||||||
Printer friendly
Cite/link
Email
Feedback
Reader Opinion