Vision

To establish standards for training of continuous improvement skills in support of regional enterprise productivity.

Activities

Goals

Establish a cycle of creditable training programs in support of identified enterprise improvement initiatives.

Define

Participant Input

• Body of Knowledge
• Providers
• Deployment Strategy
• Oversight Responsibility
• Certification Standards

House of CI

• Structured Elements
• CI Project Alignment
• Regional Outreach

Measure

Initial Project List

• Establish training needs
• Set scale of CI value

Resources

• Categorize Providers
• Identify capabilities within CoP

Analyze

Establish Certificate Levels

• Evaluate Training Standards relative to improvement needs
• Draft curriculum in support of Standards

Establish Training Practices

• Identify most effective means of teaching skills and BoK elements
• Identify available mentors

Implement

Commence Training Schedule

• Provide standardized materials and curriculum for CoP enterprises
• Develop Web seminars
• Provide Certificate testing materials

Execute Improvement Projects

• Charter projects
• Identify mentors
• Record results

Control

Certify Trainees

• Evaluate skills and results
• Collect program evals from Trainees
• Award Certificates
• Evaluate Training Standard effectiveness

Project Report-Outs

• Prepare project briefings
• Conduct briefings
• Collect best practices

Stakeholders – Front-line managers: process owners accountable for performance of operational units.  Responsible for certification of workforce CI capabilities.

Hampton Roads Quality Management Community

Continuous Improvement Community of Practice

C H A R T E R

November 2008

To establish a standard for training of continuous improvement skills in support of regional workforce requirements

Organizational and Personal Learning

Achieving the highest levels of organizational performance requires a well-executed approach to organizational and personal learning that includes sharing knowledge via systematic processes. Organizational learning includes both continuous improvement of existing approaches and significant changes or innovation, leading to new goals and approaches.  Learning needs to be embedded in the way the organization operates. This means that learning:

1. is a regular part of daily work
2. is practiced at personal, work unit, department, and organizational levels
3. results in solving problems at their source (“root cause”)
4. is focused on building and sharing knowledge throughout the organization, and
5. is driven by opportunities to effect significant, meaningful change and to innovate.

Sources for learning include ideas from faculty and staff, education and learning research findings, students' and stakeholders' input, best-practice sharing, and benchmarking.

Program Charter

Enterprise Objective

Top analyze workforce capabilities in terms of enterprise continuous improvement needs and to establish standards of training for certifications common to regional organizations.

Stakeholders

Roles

Frontline managers. Role - Certification approval.

Problem Statement

Managers need a standard to which they can train workforce teams with assurance that their investment of time and money will be appropriate for organizational needs.

Mission Statement

Vision

Establishment of certificates of continuous improvement skills in Hampton Roads as the world class standard.

Goals

Establish a cycle of creditable training programs in support of identified enterprise improvement initiatives.

Values

• Organizational performance
• Team development
• Individual certification
• Visionary leadership
• Learning-centered education
• Organizational and personal learning
• Valuing workforce members and partners
• Agility
• Focus on the future
• Managing for innovation
• Management by fact
• Social responsibility
• Focus on results and creating value
• Systems perspective

Tools

• Surveys
• Expert trainers
• Performance criterion
• Web seminars and materials
• Facility visits
• Six Sigma practices

Metrics

• Alignment and integration of key concepts
• Use of comparative data and information
• Effective selection and use of comparative data information
• Review of how well organization is performing, and how it’s moving toward the future

Practices

• Variety of training methods
• Networked support of training and project execution
• Showcased report-outs
• Benchmarking

DMAIC Agenda

Define

• Survey participating enterprises to determine primary needs for improvement
• Site visits/web surveys

Measure

• Sort out the requirements in terms of projects
• Size
• Value
• Time

Analyze

• Determine training levels appropriate to the projects
• Identify resources
• Establish a Body of Knowledge
• Identify training best practices

Implement

• Conduct training
• Web seminars
• Execute projects

Control

• Certify trainees
• Prepare project reports
• Conduct Showcase Briefing event
• Collect best practices

Schedule

Jan

Survey

Feb

Identify projects

Mar

Establish courses

April

Train and Execute

Jun

Certify and Showcase

Champion

HRQMC Facilitator

Seth Pillsbury

Duties

• Stimulate interest in the project
• Communicate the contributions of the project
• Administer meetings and organize project materials

SMEs

• Provide validated training principles and materials

Workgroups

• Establish means of alignment for the Training Standard processes with business objectives and strategies

Participants

Kermit Hobbs

US Navy Norfolk Naval Shipyard

James Ross

US Navy Commander Regional Maintenance Centers

Miranda Powers

Stihl

Simon Nance

US Coast Guard Finance Center

Selena Hernandez-Haines

Bearing Point

Michael White