Issue Resolution and Prevention Specialists
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Don't Train.....Do This Instead!
No one ever says it out loud, but we all know it's true: most training seminars on their own are pretty much useless. You might be shocked to hear that coming from a company focused on talent development, but how many times have you seen people attend training but then never put what they "learned" into practice to improve their work? It happens far too often. Companies bring in training in hopes of effecting culture change, and they are routinely disappointed.
There are two necessary elements to making learning stick and positively changing behaviors for the long run: practice with feedback, and expectation-setting. Sadly, these essential aspects of culture change are frequently ignored.
First, training seminars should always be accompanied by exercises, and even better, putting the new skills to use in real-world situations under the guidance of a mentor or coach. To reinforce learning, students must synthesize using the new skills - but practice without feedback is a recipe for developing (and reinforcing) bad habits. Practice under the direction of an expert is essential to mastery. (In a related post back on Sept. 12th, we elaborated on the quote "I hear and I forget. I see and I remember. I do and I understand." (which, incidentally, we misattributed to Confucius -- in fact, the quote is from a different Chinese philosopher, Xunzi, and a more faithful translation is "Those who heard of something know better than those who never heard of it. Those who have seen it know better than those who only heard of it. And those who've practiced know better than those who saw it.". Thanks to our friend @Guanshi Li for the correction.))
Second, management plays an essential role in embedding learning from training into regular practice. Managers must become familiar with the skills and tools being taught, and then consistently ask for evidence of their use for the months and years following the training event. Fail to do this and you’ve wasted your training budget. Until the best practice taught at the training becomes the standard practice used day-in-day-out, you won’t see a penny of ROI from your training expense.
At CÆDENCE, facilitating your success is our only job. We work hands-on with your team to help you tackle your toughest project management, new product development, issue resolution, and quality challenges. We also want to ensure your problems don't recur – we develop teams and systems using skills workshops combined with expert mentoring to accelerate your team’s performance to excellence. We partner with your management team and provide the tools and support required to help them engrain skills into the company culture.
Danger is lurking around every corner in a new product development / new product introduction project. Avoidable risks wind up blindsiding teams, always at the worst possible moment. Risks blow up into problems because teams misjudge their nature and origin, and lack the right tools and processes to effectively identify, assess, and mitigate them. Let CAEDENCE introduce you to a systematic approach and toolkit for managing and reducing risk in new product development and introduction
There are dozens of tools for reducing risk in new product development and introduction. We know because we've used them to successfully launch dozens of new products in highly demanding industries like automotive and aerospace. Let CAEDENCE show you a few of our favorite tools that you can use immediately to dramatically reduce the chances of disaster on your next NPD/NPI project.
Risk is inherent in new product development and introduction. Regardless of your personal risk tolerance, it's critical to understand that unmanaged risk could ruin your business. We're not saying "don't take risks". We're saying "take risks with your eyes open". Let CAEDENCE introduce you to a systematic approach and toolkit for managing and reducing risk in new product development and introduction.
Many risks in NPD & NPI are visible. New process steps that must be implemented with caution and back-up plans. Unique product features that are challenging to accomplish. But there are other risks lurking. Things that can derail your project before you even realize. A bit nervous now? You should be! But, don't worry. Let CAEDENCE introduce you to a systematic approach and toolkit for managing and reducing risk in new product development and introduction.
Successful new product development and introduction projects require carefully balancing dozens of critical parameters, any one of which could sink the ship. At the end of the day, each of those dozens of NPD/NPI success measures relates to an aspect of just 4 main stakeholder care-abouts: Launch timing, Project budget, Product margin performance, Quality / delivery (customer experience). Learn the systematic method to reduce risks in your new product developments.
CAEDENCE has decoded decades of business experience to reveal the intuition and practices of top performing teams and individuals to radically accelerate people and teams toward excellence. We know the theory, but we've also lived everything we teach and honed best practices for decades. This arms us with tons of real-world examples to engage students and clarify techniques. We often help clients out of crisis situations, but our passion is preventing crises from occurring in the first place. This means (a) establishing robust systems, (b) empowering leaders, and (c) upskilling teams.
We challenge our problem solving classes to play “20 questions” – can we guess a randomly selected word using just 20 yes/no questions? Engineers often say it’s impossible. But, 99 out of 100 times, we find the word! How? There’s no magic: what’s on display is the power of binary decision making, what we call “splitting the dictionary”. And you can apply it to all sorts of real-world problem-solving scenarios. “Splitting the dictionary” is a problem scoping technique of asking the right questions to eliminate as many incorrect possibilities as you can, thus focusing your root cause search in the right area. Effective scoping is key to efficient problem-solving. Once the problem is clearly defined, think of the root cause as a needle in a haystack. Before you start examining hay, first ask “Am I on the right farm?”, then, “Which haystack should I search?”, then “Which portion of the chosen haystack is most likely to contain the needle?” Scoping out the possibilities with a simple tool or test can radically acc
Many teams and companies struggle to get the most out of structured problem solving methodologies because they make one or more of the common mistakes shown, and they don’t even realize they’re doing it! (We’ve shown the 8D process here, but whether your company uses 8D, Six Sigma DMAIC, PDCA, A3, or another paradigm doesn’t matter.) The issue is HOW any of those methodologies are used by real teams in real time in the real world.
“The people we nominate to help in this situation are either going to be the chicken or the pig.” The room went silent. The “chicken or pig” comment came specifically in response to resistance someone had to sending some people to the remote site. After a pause, the executive went on to explain “when you are making breakfast, the chicken contributes, but the pig is committed”. We weren’t going to resolve this problem with remote and part-time help. To get the job done, we would have to send people truly committed to working hands-on and to staying abroad for weeks until the job was done. “chicken or pig” became team shorthand for level of commitment. Next time your team is faced with a big challenge, I strongly encourage you to reflect - are you and your team sufficiently committed for the team to succeed? Are you going to be chickens or pigs?
When trying to improve or optimize a business or manufacturing process, there is one main rule: your actual process is never what you think it is. You need to "walk the process" (literally follow and watch every step of the process) to understand every step and detail. This will reveal steps and activities that are non-value added or causing significant pain. In addition, when working with teams, if people see that you’re really listening to them, they will be open to listening to you.
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