Lean Manufacturing Training

What Everyone Ought to Know About Training

Why Do Most Training Options Fail

Because most training materials today are either:

*  Adobe .pdf e-books with little or no effective graphics to
   optimize learning

*  PowerPoint presentations with no commentary to drive
   home the “how to” of each slides

*  Videos that deliver information at super speeds but with
   comprehension difficulties

*  Seminars/webinars that present a lot of materials however
   most attendee’s retention rate is less than 25% and relevant,
   at-home implementation rarely get started.

Bill Gaw’s PowerPoint-Plus Training

Bill's "PowerPoint-Plus" training materials includes powerful, PowerPoint charts and graphics, "plus" annotated note pages with “how to make-it-happen” commentary and "lessons learned" by a "been there, done that" performance management professional.

Our customers study the content, print tutorial sections and highlight passages that are important to understanding how to successfully implement an effective performance management training program. The resultant blueprint is used for team direction, motivation and successful implementation. E-books, standard PowerPoint presentations, videos, and seminars/webinars just don’t provide the same results.

 


Lean Manufacturing Performance Measurement
and Management Training Program


Below is an example of one the 356-PowerPoint
slides with its relevant note page:


Note Page

Without data, you’re just another opinion. That says it all. To continuously improve our processes, we need to first learn how to capture and then apply statistical data to our situation analysis. This action is a primary requisite to effective problem solving. Slide 3-3 presents an overview of a management by facts training program.

Lesson Learned: The more that people use real time data to perform situation analysis and to establish and track corrective actions, the more comfortable and effective they become at interpreting and applying data-on-the-run. It is my contention that exceptional leaders make quick and quality decisions because they have mastered the skill of interpreting data-on-the-run. When a leader says, “That doesn’t sound right to me. What about .. . . .?” He has put to use, what I call, the test of reasonableness and this ability separates the exceptional leaders from the pack. To develop the ability to apply the “test of reasonableness,” a leader must first become an expert at interpreting data-on-the-run.
 

A Huge Learning Difference

If you were watching a video, attending a seminar, or a Webinar would you be able to take down the above in your notes for later reference... I don't think so. With Bill Gaw's approach, there is no need to take notes because you have the training slides, slide commentary, and "lessons learned" for future reference and organizational training.
 

Knowledge and implementation know-how you'll not find in the
books at Amazon.com, neither in YouTube videos,
nor in Google .ppt presentation.  

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