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It is time for Standards

It is time for Standards. By: Bruno Neal Session Code: 106 February 3, 8:00 AM to 9:00 AM. 5 Ways to Improve Quality Make a Commitment. 1. If you want to improve the quality of your performance or reevaluate a current professional or personal goal, you have to commit from the beginning.

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It is time for Standards

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  1. ItistimeforStandards By:BrunoNeal SessionCode:106 February3,8:00AMto9:00AM

  2. 5WaystoImproveQuality MakeaCommitment 1. Ifyouwanttoimprovethequalityofyourperformanceorreevaluateacurrentprofessionalor personalgoal,youhavetocommitfromthebeginning. 2. TrackMistakes Ifyouaregoingtocommittoquality,firstyoumustdefineexactlywhatqualityis. Identifystandardsandcreatealogtotrackresults.Youshouldlogmistakesandsuccess. 3. InvestinEducation Identifytheconnectionbetweenyouractionsand,morebroadly,yourworkethic,andthe organization’soverallperformance. Askyourselfwhateducationalsupportdoyouneedtohelpyouwithyourqualityimprovement plan. 4. OrganizeQualityCircles Qualitycirclesaregroupsofemployeeswhoareencouragedtoassessprocessesandrecommend improvements,allwiththegoalofpromotingquality,efficiency,andproductivity. 5. HavetheRightAttitude Ratherthanpointingoutinadequacywhereveritmightbefound,takeactionwithyourself improvement.

  3. ADLI TheBaldrigePerformanceExcellenceProgramisanationaleducationprogrambasedonthe BaldrigeCriteriaforPerformanceExcellence. TheCriteriaareasetofquestionsaboutcriticalaspectsofmanagingandperformingasan organization.Thesequestionsworktogetherasaunique,integratedperformancemanagement framework. AccordingtoBaldrigeprinciplesperformanceexcellencereferstoanintegratedapproachto organizationalperformancemanagementthatresultsin: • • • • • • • Deliveryofever-improvingvaluetocustomersandstakeholders,contributingto organizationalsustainability Improvementofoverallorganizationaleffectivenessandcapabilities Organizationalandpersonallearning Approach:During“Approach”theWLPpractitionershouldmakesurehe/sheunderstands theorganizationandaudiencewellandidentifythemethodtobeusedtoimplementthe learningstrategy.Theselectedlearningandeducationalmethods,principles,theories,and modelsshouldberepeatableandbasedonreliabledataandinformation.Thisconsistency willmakeyourprocessreliableandsystematic. Deployment:During“Deployment”startimplementingthelearningstrategyplan establishedduringtheapproachphase.Deploymentisevaluatedonthebasisofthebreadth anddepthofimplementationoftheapproachtorelevantworkunits,teams,anddepartments throughoutyourorganization. Learning:Itiswithinthe“Learning”phasewherethequalityimprovementcycle(QIC) shouldtakeplace.TheQICconsistsoffourmainprocesses:Q.U.E.S.T.,Voice-of-Customer (VOC)survey,QualityReview(QR),andLesson(s)-Learned(LL).Thefourprocessesare customerservicedriven.Thelearningfunctionshouldbelievethatthemixofhighquality servicesandperformanceexcellenceistherightformulatoincreaseclientsatisfactionand achieveorganizationanddepartment/team’sgoal.Theunderstandingisthatattheendof theday,performanceandqualityarejudgedbyanorganization’scustomers. Integration:Duringthe“Integration”phase,evaluationsresultsareanalyzedandrealigned withtheprocesseswhenneeded.Forexample,LLscapturedduringthelifeofaprojectwill generatean“IntegrationPlan”withactionplansaddressingtheissuesidentifiedduringthe process.Effectivealignmentrequiresacommonunderstandingofpurposesandgoals.It alsorequirestheuseofcomplementarymeasuresandinformationforplanning,tracking, analysis,andimprovement.

  4. QualityImprovementCycle(QIC) Thecycleiscomposedofthefollowingprocesses: QualityEvaluationofServiceandTrends(Q.U.E.S.T.) ThisinitialphasewillbeyourQ.U.E.S.T.(QualityEvaluationofServicesandTrends).The Q.U.E.S.T.mightaddressrapidresponse,customization,co-locationwithmajorcustomersor partners,workforcecapabilityandcapacity,specificjointventures,virtualmanufacturing,rapidor market-changinginnovation,ISOqualityorenvironmentalsystemsregistration,societal responsibilityactionsorleadership,socialmediaandWeb-basedsupplierandcustomerrelationship management,andproductandservicequalityenhancements.Responsesshouldfocusonyour specificchallenges,advantages,andopportunities—thosemostimportanttoyourongoingsuccess andtostrengtheningyouroverallperformance. DuringthisphasetheWLPprofessionalshouldidentifywhatbenchmarkdataisrelevanttothe successofaproject,training,orlearningsolution.Itisveryimportanttounderstandthatinthis phaseyouwillnotgather,butidentifythedata,standard,andtheircollection/analysisprocess.The measuresorindicatorsyouselectshouldbestrepresentthefactorsthatleadtoimprovedcustomer, operational,financial,andsocietalperformance.Acomprehensivesetofmeasuresorindicatorstied tocustomerandorganizationalperformancerequirementsprovidesaclearbasisforaligningall processeswithyourorganization’sgoals.Youmayneedmeasuresandindicatorstosupportyouin makingdecisionsinarapidlychangingenvironment.Byanalyzingdatafromyourtracking processes,youcanevaluatethemeasuresorindicatorsthemselvesandchangethemtobettersupport yourgoals. Numericalinformationthatquantifiestheinput,output,andperformancedimensionsofprocesses, products,programs,projects,services,andtheoverallorganization(outcomes).Measuresand indicatorsmightbesimple(derivedfromonemeasurement)orcomposite. Measuresandindicatorsofprojectedperformancemightincludethoseforchangesresultingfrom newventures;organizationalacquisitionsormergers;newvaluecreation;marketentryandshifts; newlegislativemandates,legalrequirements,orindustrystandards;andsignificantanticipated innovationsinproductsandtechnology.Outputsandtheiroutcomesobtainedfromprocesses, products,andcustomersthatpermityoutoevaluateandcompareyourorganization’sresultsto performanceprojections,standards,pastresults,goals,andotherorganizations’results. Theapproachyouuseshouldberelatedtoyourorganization’sneeds.Approachesthatare compatiblewiththeoverarchingsystemsapproachprovidedbytheBaldrigeframeworkmight includeimplementingaLeanEnterpriseSystem,applyingSixSigmamethodology,usingPlan-Do- Check-Act(PDCA)methodology,usingstandardsfromtheInternationalOrganizationfor Standardization(ISO;e.g.,9000or14000),usingdecisionscience,oremployingotherimprovement tools.

  5. Someofthemostcommonsqualityindicatorsofsuccessare:

  6. Youcanuseanyoftheaboveindicatorstoassessthequality,efficiency,andeffectivenessofyourYoucanuseanyoftheaboveindicatorstoassessthequality,efficiency,andeffectivenessofyour L&Ddeliverables.Thesetypesofdatamayhelpinstructionaldesignerstocreatelearningobjectives andbusinessobjectivesrelatedtoaspecifictrainingorlearningsolution.TheywillalsohelpWLP practitionerstodesignanddeveloptheappropriateassessmentstomeasurethesuccessoftheir projects,compareresultswithbenchmarkssuchastheASTDStateofIndustry,andtrendsreported forakeyperformancemeasure.

  7. VoiceofCustomer(VOC) Customer-drivenexcellencehasbothcurrentandfuturecomponents:understandingtoday’s customerdesiresandanticipatingfuturecustomerdesiresandmarketplacepotential.TheVOC surveyisintendedtobeproactiveandcontinuouslyinnovative.Itsmaingoalsarecapturestated, unstated,andanticipatedcustomerrequirements,expectations,anddesires. Theobjectiveistoachievehighcustomersatisfactionandengagement.Dissatisfactionshouldbe independentlydeterminedtoidentifyrootcausesandenableasystematicremedytoavoidfuture dissatisfaction.OnceaprojectiscompletedasurveyissenttothestakeholdersandSMEsinvolved withtheproject. Hereisanexampleofquestionsaskedinthesurvey: 1.Onascaleof1to10,where1isthelowestand10isthehighestrates,howwouldyourate theservicesofferedtoyou? 2.Wouldyourecommendustoyourpeers? 3.Howwelldidwemeetyourexpectations?(Didnotmeet,met,orexceededexpectationsare theanswersofferedforthisquestion) 4.Whatwasdonewellwiththisproject?(Pleasefeelfreetooffersomesuggestionsonwhat youfeltwereespeciallyeffective.) 5.Onascaleofonetoten,withonebeingthelowestandtenbeingthehighest,howdoyou rateyouroverallsatisfactionwithus? 6.Whatwouldyouhavelikedtoseechangedordoneinadifferentway?(Pleasefeelfreeto offersomesuggestionsonwhatchangesyoufeltshouldhavebeencarriedout.) 7.Ourapproachtowardachievingyourprojectobjectiveswere:Excellent,good,fair,poor. Withthosequestionsyouwillbeabletocaptureconsistentconcernsrelatedtoclient’srole expectationsandwaysofconsistentcommunicationwithyourclients.Itisveryimportanttoletthe customerknowthatyoulistentotheirfeedbackandtheircandidanswersmakeadifference. QualityReviews Determiningcustomerdissatisfactionshouldbeseenasmorethanreviewinglowcustomer satisfactionscores.Dissatisfactionshouldbeindependentlydeterminedtoidentifyrootcausesand enableasystematicremedytoavoidfuturedissatisfaction.Inyourjourneytocreatequality standardsyouwillfindthatyourclientelefeedbackisonlyapieceofapie.Aninternalquality reviewshouldbedevelopedanddeployedbyWLPexperts.Themaingoalofthereviewistocreate aminimumrequirementofqualityforyourdeliverablesbeforetheyget“outofthedoors”

  8. Youshouldusereviewfindingstoimproveperformance,quality,andyourclientsatisfaction.Youshouldusereviewfindingstoimproveperformance,quality,andyourclientsatisfaction. ThefollowingchecklistwascreatedtoencourageastructureddiscussionamongtheWLP professionalsaboutthequalityofavarietyoftrainingmaterials,includingmaterialsdevelopedto supportweb-basedandinstructorledtrainings.Adherencetothestandardsdescribedinthis checklistwillensurethatyouofferthebestqualityproductstoyourclients. Thefollowingrecommendationisbasedonavastresearchonindustrystandardsofexcellence.The goalistoachieveover90%of“YES”.IstronglysuggestthatWLPprofessionalsdonotsettlefor standardsandresultsthatwon’tplacethemintothetop10%(Top-decile). Hereisanexampleofsomeofthequestionsaskedtothereviewers: Content Arethefollowingcontent’srequirementsfollowed?AnswerYES,NO,orN/A • Chunkedin“digestible”amounts( ) • StrongISDmethodology( ) • Adherencetoadultlearningprinciples( ) • Solutionpurposestated( ) • Objectivesstated( ) • Diversityisaddressed( ) • Nostereotypes( ) NOTE:Contentaccuracyshouldbereviewedbysubjectmattersexperts. Text Arethefollowingtext’srequirementsfollowed?AnswerYES,NO,orN/A • Predeterminedfontstyleofchoiceisused( ) • Textvisibleonbackground(WBT)–goodcontrast( ) • Sufficientmargins–nocrowding( ) • • Correctspelling,grammar,punctuation( Consistentbutnotexcessiveformatting( ) )

  9. Graphics Arethefollowinggraphic’srequirementsfollowed?AnswerYES,NO,orN/A • Illustrates/complimentscontent( ) • Graphicsandgraphictextarecrisp/clear( ) • Consistentsize( ) • Consistentplacementonscreenorpaper( ) • Varityofgraphics–charts,graphs,photos( ) Navigation(forWebBasedTraining) Arethefollowingnavigation’srequirementsfollowed?AnswerYES,NO,orN/A • • • • Mainmenu( Backbutton( Nextbutton( Exitbutton( ) ) ) ) • Help/ContactUsbutton( ) • Consistentplacementonscreen( ) • Permanentaccessibilityofbasicnavigationbuttons( ) Web-based-trainingInteractivity • Arethefollowinginteractivity’srequirementsfollowed?AnswerYES,NO,orN/A • Atleastone(1)interactionpertopic/subject( ) • Varietyofinteractiontypes:Games,roleplays,casestudies( ) • Questions/Quizzes( ) • GroupCollaboration:Chat/discussionthread/virtualclassroomorfollow-up( ) • Media Exercisesarerelevantandrelatestothecontent( ) • Arethefollowingmedia’srequirementfollowed?AnswerYES,NO,orN/A • Mediaon/offoption( )

  10. • Varietyofmediatype:Video,animation,audio( ) • • Qualitymedia–“clear/crisp”( Audio/videosynchronization( ) ) • Resolution( ) Technical Arethefollowingtechnical’srequirementsfollowed?AnswerYES,NO,orN/A • • Acceptableload(buffering)time( HighSpeed/LowSpeedoptions( ) ) • Notechnicalerrors( ) Support Arethefollowingsupport’srequirementfollowed?AnswerYES,NO,orN/A • Technicalsupport/contactusbutton( ) InstructorLed Training (ILT) ArethefollowingILT’srequirementsfollowed?AnswerYES,NO,orN/A • Wasformativeandsummativeevaluationincluded–providedasapromptforinstructor?() • Doobjectivesmatchtheexpectationoutlinedbystakeholder?( ) • Arethelessonsobeyingaconsistentflowaddressingthelearningobjectives?( ) Lastly,weaskwhatare,inthereviewers’opinion,whataretheprojectweaknessesandstrengths. Lesson(s)-Learned(LL) TheLLprocesswascreatedtocapturewhatwentwrongandrightthroughoutthelifeofaL&D project.Thisprocessispartofthequalityimprovementcycleshouldbealignedtoyour organization’sstrategicplanningefforts.Thespecialroleofstrategicplanningistoalignwork systemsandlearninginitiativeswithyourorganization’sstrategicdirections,therebyensuringthat improvementandlearningprepareyouforandreinforceorganizationalpriorities.Youshouldask yourprojectmanagersorWLPprofessionalswhatlessontheylearnedthatcanbeusedbyother teamsasbestpracticeandwhatneedtobeimproved.ThemainsourcesofLLsaretheVOC feedbacksandproperprojectmanagementdocumentation. OncetheprojectisclosedameetingshouldbescheduledtoreviewtheLLs.Teamleadersshould selectappropriatelessonslearnedtobeshareddepartmentally.Allidentifiedstrengthsshouldbe sharedwiththedepartmentasnewbestpractices.Allidentifiedopportunityforimprovementshould

  11. beaddressedthoughanIntegrationPlan,asmentionedbefore.IntegrationshowsalignmentandbeaddressedthoughanIntegrationPlan,asmentionedbefore.Integrationshowsalignmentand harmonizationamongprocesses,plans,measures,actions,andresultsthatgenerateorganizational effectivenessandefficiencies.TheIntegrationPlanwilldeterminewhatshouldbeimprovedand howshouldbeimproved. EventuallyLLsandtheirrespectiveIntegrationPlansandresultsaresharedwiththedepartmentas well.Itiscommendedtocreateajournalasformalwayofdocumentingthelessonlearned.The journalusedinthisinfolinefollowsthe“ADLI”principlefromBaldrige.Thisfocusfosters understanding,communication,sharing,alignment,andintegrationwhilesupportinginnovative anddiverseapproaches.Accordingtotheprincipleyourshould: • • • • Showthatapproachesaresystematic.Systematicapproachesarerepeatableandusedataand informationtoenablelearning.Inotherwords,approachesaresystematiciftheybuildinthe opportunityforevaluation,improvement,innovation,andknowledgesharing,thereby enablingagaininmaturity. Showdeployment.Inyourresponses,summarizehowyourapproachesareimplementedin differentpartsofyourorganization. Showevidenceoflearning.Giveevidenceofevaluationandimprovementcyclesfor processes,aswellasthepotentialforinnovation.Showthatprocessimprovementsare sharedwithotherappropriateunitsofyourorganizationtoenableorganizationallearning. Showintegration.Integrationisalignmentandharmonizationamongprocesses,plans, measures,actions,andresults.Thisharmonizationgeneratesorganizationaleffectiveness andefficiencies.

  12. CurriculumReview Successfulorganizationalinnovationisamultistepprocessofdevelopmentandknowledgesharing, adecisiontoimplement,implementation,evaluation,andlearning.Althoughinnovationisoften associatedwithtechnologicalinnovation,itisapplicabletoallkeyorganizationalprocessesthatcan benefitfromchangethroughinnovation,whetherbreakthroughimprovementorachangein approachoroutputs.Innovationcouldincludefundamentalchangesinanorganization’sstructure orbusinessmodeltoaccomplishworkmoreeffectively. LearningfunctionsandWLPprofessionalsshouldputinplaceasystematicscheduleforcurriculum reviews.Yourclientsneedsandlearningobjectivesidentifiedyearsagoshouldbereviewed, validated,andifneededredesignedwithinacertainfrequency.Achievingthehighestlevelsof performanceexcellencerequiresawell-executedapproachtothelearningfunctionandworkforce professionaldevelopmentthatincludessharingknowledgeviasystematicprocesses.Thefollowing processisasystematicwaytoreviewandimproveyourcurrentcurriculumsand/orprojects. Frequency: Theprojectandcurriculumreviewdatesshouldbedecidedduringtheearlystagesofyourproject. Theprojectleadincollaborationwiththeproject’sstakeholder(s)willselectthereviewdate.The reviewdateshouldnotsurpasstwelvemonthsfromthefirstdayoftheprojectimplementation, unlessrequiredbytheprojectstakeholder.Acontentmanagementandortheprojectmanagement systemsshouldbeutilizedtokeeptrackofreviewdates.Rememberyoudon’tneedtousecomplex systemsinordertobeeffectiveandsophisticated. Ownership: Theteamassignedtothecurriculumorprojectreviewshouldberesponsibleforthefollowingtasks: • • • ValidationofContent VerificationforOpportunitiesforImprovementandInnovation Finalrecommendation Teamsmaybecomposedofprojectmanager(s),designer(s),developer(s),Instructor(s),Learning ManagementSystemrepresentative(s),visualmediarepresentative(s),SME(s),andstakeholder(s). Assignment: Theteamassignedforthecurriculumorprojectreviewshouldbeselectedyourlearning function/trainingdepartmentleadershipteam.Isomecases,theprojectmanagerassignedtoa projectshouldberesponsibleforteamassignments.

  13. Process: Onceaprojectisselectedforreview,thestepsbelowmustbefollowed: 1.Teamassignmentbydepartmentleadershiporprojectmanager 2.Strategicmeetingwiththeteamassigned(Inthismeetingtheteamwilldecideiftheproject shouldberecreatedfromscratch,whichitwillrequireanewlearningtaskanalysis(LTA),or redesigned,inthiscasepastLTAandanalysiswillbeleveraged) 3.MeetingwithSME/Stakeholder 4.Contentvalidationandstakeholdersignoff 5.Investigationforopportunitiesforimprovementandinnovation(Insomecases,theprojectlead willneedtoselltheimprovementand/orinnovationsolutiontotheprojectstakeholder) 6.Production(Assignmentoftaskstoteammembers,creationoftasksandmilesstones, determinationofgo-livedate,etc…) 7.Go-live 8.Determinethedateofnextreviewanddocumentation Bestpracticesto be observed duringthisprocess: Contentvalidation,stakeholdersignoff,LTA,useofastyleguide(especiallyifyourorganization demandsbrandandtemplatestobefollowed),determinationofstrategicopportunities (improvementandinnovation),andcontentupdate.

  14. FIT-FeedbackfromInternalTrainers Yes No IndicateN/Aforanyitemnotapplicabletothisclass 1.Weretheobjectivesclearlystatedatthebeginningofthetraining? 2.Didyouusetheleader’sguide? 3.Wastheleader’sguideclear? 4.Didtheleader’sguideexplainwhatneededtobedone? 5.Weretheslideseasytofollow? 6.Didyoudeliverthecoursethewayitwasdesigned? 7.Didyoudistributeandcollecttheevaluations? 8.Didyouhavetheassociatescompletedalltheexercises? 9.Weretheassociatesparticipatinginthediscussions? 10.Weretheassociatesconvincedthetopicswereimportant? PleaseelaborateonanyNOanswershere. 11.Whattypos,errors,orgrammarmistakesinthematerialdidyoufind? 12. What,ifany,partofthecourseshouldbedropped? 13. What,ifanything,shouldbeadded? 14. What,ifany,partofthiscourseshouldneverchange? 15. Whatsuggestionsdoyouhaveforimprovement?

  15. BrunoNealisascholarandalearninganddevelopmentauthority.HehaswrittendozensofarticlesBrunoNealisascholarandalearninganddevelopmentauthority.Hehaswrittendozensofarticles andtwoInfoline™onInformalLearningandQualityinLearningandDevelopment.Heisa CertifiedProfessionalofLearningandPerformance(CPLP)andcurrentlyworksasaLearning StrategistforIndianaUniversityHealthLearningSolutions,anauthor,InstructionalSystems Designer,andaTrainingandPerformanceImprovementSpecialist.Hehasbeenappointedtothe 2010,2011,2012,and2013BoardofExaminersfortheMalcolmBaldrigeNationalQuality Award,ajudgeofthe2011,2012,and2013AmericanSocietyofTrainingandDevelopment (ASTD)BESTAward,andchairoftheawardcommitteein2014. Mr.NealwasawardedwiththehighlyesteemedAmericanSocietyofTrainingandDevelopment BESTAwardin2009andpartoftheteamawardedwiththesameachievementin2011.Mr.Neal alsoservesascontributorforT+D(TrainingandDevelopment)Magazine.Hewasrecentlyawarded withtheChampionofLearningAwardCertificationforhiscontributiontolearningandprofessional developmentin2011. Mr.NealhasspokenonASTDInternationalConference&Exposition,localchaptersofASTD acrossthecountry,CancerTreatmentofAmerica.TrainingandDevelopmentconference,the TrainingandEducationchapteroftheNationalAssociationofElectricDistributors(NAED), (MedicalUsersSoftwareExchange)MUSE,and“LearnfromtheBEST”conferences.

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