Page 50 - Six Sigma Demystified

Chapter 2 d e v e lo p i n g t h e t r a i n i n g a n d d e p loy m e n t p l a n 31

skills, and abilities (KSAs) required for each group of participants, notably the
black belts, green belts, and champions. KSA requirements are covered in detail
in the “Champions” section. Potential candidates for each group can be evalu-
ated by their peers and through testing of the subject matter. Peer analysis may
use confidential surveys or structured evaluations.
The results of these evaluations and the testing can be compiled using matrix
diagrams. A gap analysis can be performed on individuals or the summarized
results to highlight deficiencies in the current level of the KSAs.
Once an understanding of current KSAs is available, classes can be formed that
group students with similar training needs. For a given group, it’s best to target
the instruction to the minimum level of KSAs. When employees have been
exposed to similar training in the past, management may be tempted to assume
that additional training on the same topic is unnecessary. Often, however, the
prior training may have neglected to focus on one or more of the critical elements
necessary for success, which at least partially explains the lack of success of the
prior training. Even worse, the organizational environment may have provided
little opportunity for application of the skills, so they were quickly forgotten.
It is important therefore to conduct posttraining assessments to gauge improve-
ment in KSAs. The certification processes discussed in the black belt and green
belt sections below provide a means of evaluating the knowledge acquired. Regu-
lar renewal of the certification, such as every three years, evaluates retention of the
material. While testing may provide some indication of an individual’s knowledge,
the best estimate of a person’s skills and abilities is often reflected in behavior,
which can be monitored using employee dashboards (discussed in Chapter 1).
In addition to the KSAs, attitude is often a significant factor for consideration.
Organizational assessments provide an indication of the current level of satisfac-

tion and trust among employees. Even when trained properly, employees with a
poor attitude will be unwilling to apply their KSAs in a productive fashion to truly
change behavior. Poor attitude is often a reflection of distrust in management’s
motives or abilities, resulting from previous real or imagined blunders or slights.
Unfortunately, a bad attitude can be difficult to overcome, especially when
it is deeply ingrained from years of neglect. Nonetheless, it is imperative to
address these obstacles to build organizational buy- in. Successful approaches
for consensus building are discussed in Chapter 4. Employees need to hear a
consistent message, so the training of champions should ensure commitment at
all levels of management. Perhaps most important, data- driven decision making
must be at the forefront of all policy and procedures, with open communication
from and to employees on these decisions. Breaking down these walls takes
time and persistence, with the results monitored in employee dashboards.