Page 371 - The Handbook for Quality Management a Complete Guide to Operational Excellence

358 C o n t i n u o u s I m p r o v e m e n t C o n t r o l / V e r i f y S t a g e 359

employee. The learner is typically inundated with reading
assignments concerning policies, procedures, and other assorted
documentation which, when not put into the right context, can
cause more confusion than assistance.
3. The learner is often thrust on the experienced employee without
notice and is seen as a hindrance, since this training time is
interrupting the experienced employee’s normal work load and
performance outputs. The major drawback of the unstructured
approach is that objectives, expectations, and outcomes are not
defined in advance and, therefore, results are unpredictable.
4. Job instruction training. Job instruction training was originally
developed for use with World War II production workers and is
based on a mechanical step procedure requiring the instructor to
present the material in an orderly, disciplined manner. It is
most frequently used to teach motor skills. Since it involves a
systematic approach, components of it are often found in today’s
structured OJT.

Developing a Structured OJT Program
Structured OJT has proved to be an efficient and effective means of teach-
ing employees about the skills required to do their jobs. Developing struc-
tured OJT programs is a process that involves the following steps:

1. Needs analysis. The need is established during the improvement
project DMAIC cycle, including assessment of process personnel
knowledge, skills and abilities (KSA), as well as attitudes.
2. Job analysis. Job analysis is part of the job design and employee
selection processes. Job requirements are matched to the employee’s
knowledge, skills, and abilities during the selection process. When
designing structured OJT programs, the characteristics of trainees
must be examined in order to target the OJT accurately and develop
effective instructional materials; for example, what works for new
hires may not be best for transfers. Trainees should complete
employee profile surveys to provide the instructional designer
with the information needed to customize the training to each
employee’s needs.
3. Course design. This step will produce a course training plan that
serves as the blueprint to be used to construct training support
materials. The course training plan should include:
• A purpose statement
• Performance objectives
• Criterion tests
• Presentation

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