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AGENDAS FOR TRAINING        205



                      In conjunction with the training session, the waste minimization and management
                    team should carefully consider a certification or recognition process. Most trainees
                    will be more motivated if there is some type of reward process; a simple thank you
                    from the unit supervisor, a catered lunch, door prizes, or monetary prizes for meet-
                    ing established goals. Employees may gain a stronger sense of team work if a certi-
                    fication process is involved with new equipment deployment. For example, if a new
                    cardboard baler is installed, the work unit can be provided with a certification check-
                    list. If all items on the checklist are met, the process can be officially certified and
                    the work unit can be recognized and/or presented with an award mentioned above.
                    Common elements of the checklist may include




                    ■ Adherence to safety standards
                    ■ Adherence to the standard operating procedure
                    ■ Housekeeping and cleanliness
                    ■ Achievement of waste reduction goals over a 3-month time frame
                    ■ Achievement of cost-reduction/revenue goals over a 3-month time frame







                    9.3 Agendas for Training




                    A typical training agenda includes a 1-day workshop for the affected employees that
                    discusses the new process changes, equipment, the goals of the program, tracking
                    methods, continuous improvement for the waste minimization program, and the need
                    for a waste reduction mindset to change the organization culture. Below is a list of
                    lessons learned that may be useful when developing agendas:




                    ■ Ensure integrity of the measurement and tracking system.
                    ■ There is no such thing as overcommunication.
                    ■ Ensure a feedback mechanism to strengthen the program and foster employee
                      buy-in.
                    ■ Offer employees suitable rewards for meeting the program goals (some organi-
                      zations prefer time off, bonus checks, luncheons, or even a donation made in the
                      organization’s name to an environmental group or charity).
                    ■ Existing databases are inadequate for the job.
                    ■ Avoid diversions.


                      Table 9.1 is a sample agenda that may be used as a template.
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