BGTW CONSULTING TEAM

Northern Illinois UniversityETT 546 Training & Performance Technology

Pharma Vaccines Performance Improvement Project

“Taking Care of Business”

BGTW Consulting “Our Team Members”

IntroductionBGTW Consulting Team

BGTW Consulting Team Strategy• Our Team’s Pharma Vaccines Case Study Findings

• BGTW Performance Improvement Methods

• BGTW Consulting & GMSM Learning Academies Project

• Analyzing (Performance Gaps and Root Cause)• Designing (Quality Assurance and Training) • Developing (Performance & instructional Goals)• Implementing (Performance Interventions & Bargaining)• Evaluating (Kirkpatrick's Five Levels)

Our Objectives “Taking Care of Business”

Determine your needsDefine objectivesDetermine subject contentSelect participantsDetermine scheduleSelect facilities Select instructors Prepare multimedia training aidsEvaluating the program

Pharma Vaccine Performance Gaps

Goals alignmentAccountability and OwnershipDecision-making CapabilityBusiness management acumenEngagement-

◦Supervisor◦Management

Vaccine manufacturing

Pharma Vaccine Performance Gaps

Process documentationLSS ImplementationOrganizational focusExisting Learning Resources

Change Management

Lewin’s Three-Step Change Management Model

Unfreeze Stage – Ensures a good project start.

Move or “Change” Stage – Ensures a successful foundation for the work at hand.

Freeze or “Refreeze” Stage – Ensures a proper ending.

The BGTW Consultant’s Group intends to create a vision for change and then empowering employees of Pharma Vaccines to act as change agents to attain that vision. The empowered change management agent’s need plans that provide total Quality Assurance (QA) systems approach, are realistic, and are future oriented. For our work, we will be choosing Kurt Lewin’s 3-step model for managing the change:

Successful Interventions

Organization◦Build the capacity to creating opportunities ◦Capitalize on market opportunities◦Define emerging market demands

Teams◦Learn together◦Develop skills for thinking and acting

effectively Individuals

◦Continuous learning◦Rewards for learning

Force Field Analysis

SUPPORTING RESISTING1.Win-Win collaboration and bargaining training across the organization (H)2.Bargaining change management (M) 3.Recognition & Awards for employees4.Joint Union Partnership across the organization(H)5.Employee involvement collaboration (L)6.Correct training tools, material and information (H)7.Flexibility across the organization (L)8.Functional grouping across the floor (M)9.External business drivers recognized (L)10.Sufficient resources (H)11.Ethics & Integrity recognized (L)12.Company Values/Individual Values (H)13.Team Norms (M)14.Physical environment (H) 15.Job Aids/References are accepted (H)16.Allocation of functions (L)17.Processes & Procedures systematic (M)18.High visible structured programs with senior management involved (H)19.Processes linked to systems, pride (L)  

1.Lack of accountability/responsibility (H)2.Organization does not accept or does not use action learning to solve problems (M)3.Organization has no process in place to manage collective knowledge or create and share knowledge (L)4.Little value in place on learning or the learner as an integral part of the culture (H)5.Job aids are not used due to lack of knowledge or expertise (H)6.Formal job descriptions unavailable or; at best unspecific and unclear (M)7.Breadth is nonexistent or seen as a play by management to increase productivity (L)8.Quality effort are reactive and only as much as absolutely necessary (M)9.No formal preventive maintenance program in place, organization operates on reactive mode (M)10.Organization fosters conflict among members (L)11.Problems solved by crisis (L)12.Hasty changes reactionary (M)

BGTW Consulting TeamFive Levels of Evaluation

Performance Team Strategies

Build responsible QA and training teams◦Ensure overall training effectiveness◦Adopt training strategy for every department

to ensure employees have solid understanding of business requirements

Implement performance goals ◦Build organizational capabilities◦Identify cultural changes to connect

management and employees

Implement Certification Plans (Four Plans)

Certification Plan One: ISO 9000 – Quality Principles

Customer Focus Leadership Involvement of people Process approach System approach to management Continual improvement Factual approach Mutual relationships

Performance Team Strategies

Certification Plan Two:Berkeley Management & Leadership Training

Effective Leadership Leadership, influence and power in Organization Organizational communication strategies for

managers Essentials of Management

Performance Team Strategies

Certification Plan Three:New Jersey Institute of Technology (NJIT)

Fundamentals for drug development cycles FDA requirements Methodologies / Regulations Technical aspects of facility design

Performance Team Strategies

Certification Plan Four:American Society for Quality

Quality Systems Sterile and Non-sterile manufacturing systems Six levels of Cognitions

◦Remember◦Understand◦Apply◦Analyze◦Evaluate◦Create

Performance Team Strategies

BGTW Consulting Team Schedule

Questions?

Thank you!

BGTW Consulting Team

“Taking Care of Business”

References

Baekdal, T., Hansen, K. L., Todbjerg, L., Mikkelsen, H. (2006). Change management handbook: Handle change management projects more effectively. FINAL - 1 Edition 2006 (English version). Retrieved from http://www.baekdal.com/downloads/changemanagement-en.pdf. September 29, 2011.

Burnes, B. (2004). Kurt Lewin and complexity theories: Back to the future? Journal of Change Management, 4(4), 309-325. doi:10.1080/1469701042000303811

Burnes, B. (2009, December). Reflections: Ethics and organizational reflections – Time for a return to lewinian values. Journal of Change Management, 9(4), 359-381. doi:10.1080/14697010903360558

Certificate Program in Leadership and Management. (n.d.). Retrieved September 29, 2011, from UC Berkeley Extension: http://extension.berkeley.edu/cert/mgt.html

Dick, W., Carey, L., Carey, J. O. (2005). The systematic design of instruction (Sixth ed.). Boston, MA: Pearson.

Kirkpatrick, D. L. (1998). The four levels: An overview. Ch. 3 in Evaluating Training Programs: The Four Levels, 3rd ed. San Francisco: Berrett-Koehler.

Kirkpatrick, D. L. (1998). Another look at evaluating training programs. Alexandria: American Society for Training & Development.

References

Kaufman, R., Keller, J., & Watkins, R. (1995). What works and what doesn't: Evaluation beyond Kirkpatrick. Performance & Instruction, 35, (2). 205-209.

Morrison, G. R., Kemp, J. E., & Ross, S. M. (2001). Chapter 10, The many faces of evaluation. In Designing Effective Instruction (3rd edition). New York: John Wiley & Sons.

NJIT: Adult Learner: Certificate in Pharmaceutical Manufacturing. (2011, July 7). Retrieved September 27, 2011, from New Jersey's Science & Technology University: http://adultlearner.njit.edu/programs/pharmaceuticalmanufacturing-cert.php

Pershing, J. (Ed.). (2006). Handbook of human performance technology (Third ed.). San Francisco, CA: Pfeiffer.

Pharmaceutical Good Manufacturing Practices Compliance Professional Certification Body of Knowledge. (n.d.). Retrieved September 27, 2011, from ASQ: http://asq.org/certification/pharmaceutical-gmp/bok.html

Phillips, J. (1997). Handbook of training evaluation and measurement methods (Improving Human Performance Series) 3rd Edition. Woburn, MA: Butterworth- Heinemann. Chapters 1 - 3.

References

Quality Management Principles. (n.d.). Retrieved September 29, 2011, from International Organization for Standards: International Standards for Business, Government and Society: http://www.iso.org/iso/qmp

Safety and Health Topics: Competent Persons. (n.d.). Retrieved September 27, 2011, from United States Department of Labor - OSHA: http://www.osha.gov/SLTC/competentperson/index.html

Standard Operating Procedure: GMP Training. (n.d.). Retrieved September 27, 2011, from GMP Quality Up: http://www.gmpqualityup.com/sample/QMS-095_sample.pdf

Sieloff, D. A. (1999). The bridge evaluation model. Performance Improvement, 38, (10). 14-18. International Society for Performance Improvement.

Van Tiem, D. M., Moseley, J. L., Dessinger, J. C. (2004). Fundamentals of performance technology: A guide to improving people, processes, and performance, 2nd Edition. Washington, DC: International Society for Performance Improvement.

Van Tiem, D. M., Moseley, J. L., Dessinger, J. C. (2004). Performance improvement interventions: Enhancing people, processes, and organizations through performance technology. 2nd Edition. Washington, DC: International Society for Performance Improvement

References

Ware P., & Bunce, D. (1995). Trainee characteristics and the outcomes of open learning. Personnel Psychology, 48, 347-375.

Worthen, B. R, Sanders J. R., Fitzpatrick, J. L. (1997). Program evaluation: Alternative approaches and practical guidelines (Second Edition). New York: Addison, Wesley, Longman, Inc.