Out of the Crisis.Org

[Louis Altazan]

Dr. W. Edwards Deming’s Fourteen points

In point five, Improve constantly and forever the system of production and service, the concept of continual improvement was touched on. In my experience, in order to succeed this must become "the culture" of a shop. This is supports point two, adapt the new philosophy. The reward system and management philosophy must support this style of culture. Without support and making the needed resources available there is little chance of success.

Point Six: Institute training.

I have spoken with many shops that attend a great deal of training. Yet my observation is the company is not making money. In many cases this is despite relatively high pricing. Technicians install parts that must be removed and installed again. Mis-diagnosis is a common occurrence. This often results in loss to the company or client’s invoices escalating from the price quoted. The training taking place seems to me to be ineffective.

I feel training is in some ways like equipment. Just buying more seldom helps the situation. Attending useful training, like buying needed equipment lowers cost, it never increases cost. When a person receives useful training, they have no problem putting what is learned to work. Time is saved, errors reduced and satisfaction in the job increased.

What I believe is imperative is for the student to come away with a better understanding of how the thing(s) studied functions. Merely learning "When A does this, do B" is of little use in the varied situations in which most folks find themselves.

I have found the most useful training teaches theory, rather than how to. For instance why does a wheel shimmy, or how does the PCM control idle. If I understand harmonics, transfer paths and responders, I can very likely locate and repair a vibration. If I understand square waves, feedback circuits, drivers and servos I can normally repair an electronic problem, given the proper tooling.

Training also applies to management. I believe, management must understand the services that are being produced and how they may be improved. Again, not "how to," rather theory. If I know and understand the theory of a system, the theory of knowledge, psychology and statistics, I can very likely fix my business.

As important is constancy of purpose, as in point one. My management approach must be consistent and correct for my application. "We are a quality shop," means nothing when a worker is told "Just let it go," because it’s Friday afternoon and the car is promised. Such statements are perhaps the truest form of training. Such training quickly teaches the real aim of management. All of the lip service to the contrary will not convince people so trained otherwise.

Management that preaches team work, yet rewards individual effort is little better off. It’s like advertising low-cost specials and menu pricing. I believe this effectively trains the client in what to expect. When later it is attempted to explain the complexity of a job and the need for high quality, the message may seem inconsistent with the training. Clients attracted to a business because of the promise of high quality, may be delighted when it is delivered and the price is also found to be reasonable. In this respect, most relationships in a business involve training.

Training must be ongoing and above all consistent. Training must be part of the overall larger plan, in my opinion. I feel picking up a piece of management advise here and a piece there and trying to patch them into a workable system is worse than useless. What is needed is a consistent philosophy.

Any training considered should be evaluated against the aim of the system. Whether training is for management, clients or technical skills it needs to be consistent. If the aim is ethical long-term growth, profitability and reputation, the training must support the aim. If the aim is short-term profit without regard to the future, different training may be considered.

It may also be wise to involve all members of the staff in the same training. A service writer will not need the degree of technical understanding a technician needs. They do need to be familiar enough so that the promises they sell can be delivered by the company. Their sales approach must also be consistent with the aim of the company.

In larger companies this might take the form of technicians conducting a class for the office personnel. A service writer might also spend time occasionally observing the technician. These are also forms of training that may be valuable to both parties.

Lastly, I believe attending training should never represent a handicap. Sitting in class after working all day is tough. Training is a crucial part of any job. I feel a person should be compensated at their full rate of pay while training and time and a half over forty hours. To me this largely reveals the extent of commitment on the part of management.

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Louis Altazan
Owner/Manager AGCO Automotive Corporation
Baton Rouge, LA

[Eric J.]