Does your Lean Six Sigma training structure help the organization sustain improvement gains? Do you struggle with the "one-and-done" trend where Green Belts complete a project, get a certificate, and then fade from the problem-solving culture? The State of Vermont experimented with a different path and it's working.
Their leadership views training as key to building a continuous improvement culture, but they've seen organizational gains from training disappear if done in isolation. Traditional belt accreditation programs (e.g., Yellow Belt, Green Belt, etc.) can be time-intensive, prescriptive learning pathways, and they don't always meet individual learning needs. What did they do ?
To get broad organizational participation in continuous improvement, they invested in development opportunities that were flexible and customizable. What helped was a mix of mechanisms that supported employees as they gained competency and proficiency lasting long after training ended.
Check out this 1-hour video to discover how Performance Improvement Advisor Katie Bockwoldt and Chief Performance Officer Justin Kenney of the State of Vermont ventured away from belt certification toward a badge-based training program that magnified performance gains for the organization.
Common problems with continuous improvement training
Overview of the Dreyfus Model of Skill Acquisition
Vermont’s new badge-based continuous improvement training program
Ongoing development opportunities outside of formal training
Technical software training and resources