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Training is a critical element of any successful program launch. Training teaches all affected employees the how of each process change. This is in contrast to an education program that teaches the why behind a process change. Both are very necessary ingredients, but training s main thrust is the execution system. This training should be centered on the employees actually performing the waste minimization processes. The training should focus on an understanding of the basic principles behind the waste minimization efforts and the wise application and integration of these tools with other and current techniques. A just-in-time training approach is usually most effective so that employees will be applying the training very shortly after learning the concepts. A word should also be said regarding the delivery of the training. Poor delivery of training material can turn even the best material into a boring exercise that fails to impart useful know-how. The true test of effective training is not an enthusiastic student evaluation, but rather the student s ability to perform new tasks effectively on the job.

The key strategy to training involves organizing and delivering material in such a way that trainees can immediately apply the concepts. The training will be fresh in their minds and their level of excitement with the waste minimization project will be at its highest. On-the-job application is also highly recommended at the shop oor level. For example, if a new cardboard baler is installed, the operators should be given a detailed training session on the machine s operation, a standard operating procedure, a safety talk, and a list of contacts in the event the machine malfunctions or if they have improvement ideas. One-on-one coaching should also be made available as needed.

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During the training session, example problems and trainee exercises may be bene cial to allow the trainees to work together to solve waste minimization problems in their work units and identify new waste reduction opportunities. A group discussion can also be a useful component of the training exercise to gather feedback and employee perceptions. The trainees should be made aware of the key metrics of the waste reduction program. Speci cally the environmental and economic impacts in their work units should be presented and discussed. Many employees have a desire to help the environment and by discussing the tons of solid waste that can be reduced per year by applying the waste minimization programs and process changes, the employees can gain a sense of contribution and motivation. By discussing the nancial bene ts of waste minimization to the organization the employees can be made aware that the programs will enhance job security by improving the bottom line of the organization. The tracking and monitoring methods of the waste reduction programs should also be discussed. Trend charts that display waste reduction and economic performance versus expectations should be presented. The location of these charts and how to read them should also be provided. Suitable locations include common areas such as lunch rooms or informational boards and should be in line with organizational policies. Figure 9.1 shows a sample performance chart that may be used as a template.

however, the input effort starts declining and results start showing up. Morale rebuilds and the enthusiasm returns. The leadership must understand that this is a natural change cycle and resist frustration and untimely intervention. Avoiding excessive intervention does not abrogate the leadership from its responsibility to maintain accountability for success of the project. After the initial success of the pilot projects, the challenge becomes to institutionalize the change. To do so, the leadership must make management responsible for implementing the Six Sigma Business Scorecard and accountable for its success. Each category on the Six Sigma Business Scorecard is assigned to one executive for clear accountability of the initiative and measurements. To maintain constancy of purpose, focus, and commitment to the Six Sigma Business Scorecard, the leadership must set high expectations for dramatic improvement as well as communicate a sense of urgency. Superior companies maintain

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Cardboard Waste Reduction 35 30 25 20 15 10 5 0 Jan- Feb- Mar- Apr- May- Jun08 08 08 08 08 08 Jul08 Aug- Sep- Oct- Nov- Dec08 08 08 08 08

In conjunction with the training session, the waste minimization and management team should carefully consider a certi cation or recognition process. Most trainees will be more motivated if there is some type of reward process; a simple thank you from the unit supervisor, a catered lunch, door prizes, or monetary prizes for meeting established goals. Employees may gain a stronger sense of team work if a certi cation process is involved with new equipment deployment. For example, if a new cardboard baler is installed, the work unit can be provided with a certi cation checklist. If all items on the checklist are met, the process can be of cially certi ed and the work unit can be recognized and/or presented with an award mentioned above. Common elements of the checklist may include

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