Development and Training Paper

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“There is nothing training cannot do. Nothing is above its reach. It can turn bad morals to good; it can destroy bad principles and recreate good ones; it can lift men to angelship” (Mark Twain). The bottom line for any company is how efficient the workforce is at producing a quality product. Each and every company, which desires to stay ahead of its competition, will engage in training and team building efforts for their employees. Goodrich AIP is in the process of developing a superior training program that will increase their quality rating above 95 percent. This has to be done in order for Goodrich AIP to keep their existing contracts. Creating and delivering an enhanced training program will give Goodrich AIP employees what they need to do their job agreeably. The self-reliance gained through training will allow them to spend more energy delivering a quality program, that ensures a quality rating, and less energy in worry and confusion. Goodrich AIP is a world-class leader in pilot and attendants seats. The company has $64 million dollars worth of business on the books for the year 2007 and already has $76 million dollars on the books for 2008. Goodrich’s prevalent customers are Boeing, Airbus and the United States Air Force. The vision statement at Goodrich AIP is “To create value through excellence in people, quality and innovation”. The vision statement at Goodrich AIP is about whom they are, where they would like to go, and the type of leadership that is needed to get there. In order for Goodrich AIP to keep contracts with their current customers the company must maintain a 95 percent on time delivery rate and a 91 percent quality rating. Maintaining these ratings is vital to the company’s future to assure new business and stay one step ahead of the company’s competitors. The on time delivery is currently at 98 percent and the quality rating is currently at 95 percent, but has showed a recent decline to 93 percent. The company realizes there is a problem and understands they must react by implementing a quality training program. The problem is scrap parts therefore, the training must focus on finding the root cause of scrap parts and what resolve will be developed to prevent the accumulating of scrap parts in the future and get the quality rating increased above 95 percent. Goodrich AIP will implement the Six Sigma process of determining the root cause: 5 Whys. The training takes an employee through a five-question process that does a root cause problem analysis. When the process is complete the employee should understand what caused the product to be scrap. The 5 Whys process is not limited to the manufacturing industry, but can be used for almost any situation in life. The material will be created through a series of process forms, statistical process control (SPC), statistics charts, and flow charts, but in many cases with the 5 Whys analysis no data collection is required. Below is an example of the 5 Whys process: 1.Question: Why is the order information incomplete?

Answer: The customer service employee did not provide it.
2.Question: Why did the customer service employee not provide it? Answer: He/she did not ask the customer for it.
3.Question: Why did he/she not ask the customer for it?
Answer: He/she was not sure we needed it.
4.Question: Why wasn’t he/she aware that we needed it?
Answer: The customer service employee and the data entry clerk did not communicate clearly on the data requirements. 5.Question: Why didn’t they communicate the information clearly? Answer: They work different shifts.

By using the 5 Whys design and the correct training for the employees, the process should help Goodrich AIP increase and maintain their quality rating.
The 5 Whys will be rolled out internally as well as contracted. Internally there will be training classes scheduled for 20 employees a day until every employee has gone through the 2-step class. Externally Goodrich AIP will...
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