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While
there is, of course, some validity in these arguments the prime
reason, the reason that proven programs fail is generally due to the
lack of adequate communication. There needs to be an understanding
created of:
- The
overall concept that is being attempted
- The
detail in how it is to come about
- How it
is to be measured and what the results are expected to be
Many
proven programs have passed all of the criteria of successful
ventures. They have been well defined, goals sought out and
highlighted, teams selected for various tasks and the project plan
laid out in a great deal of detail. However without the communication
to all those involved and to the organisation in general all of these
efforts can easily be in vein. The principle tool for communication of
issues under these circumstances is Training.
Role
specific training is the missing ingredient in most projects, changes
or implementations. Quite often the scope of a project will include
training but this is generally ill defined or misdirected. In short
without a well-defined and planned training regime
any cultural change WILL NOT FULLY SUCCEED. It is vital to the smooth
flow of continuous improvement through an organisation.
To
clarify what is meant by well defined training regimes we will look at
the example of implementing CMMS in an organizational structure. This
is one of the more far-reaching and dramatic changes that can be
undertaken. As such it will serve as a good example.
Training
must, by necessity, be targeted at the needs of the organisation. As
such there are a few steps required prior to embarking on a training
regime.
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