Identifying deep, root causes of poor performance is one of the key tasks that project teams encounter as they work to improve process or product performance. In my experience, the most commonly identified root cause - by far - is “lack of training.”  Unfortunately, “lack of training” is not a root cause; instead, it points to a solution.

The problem with listing a potential solution as a root cause is that it can lead to the implementation of something that doesn’t significantly impact the performance of the process - “more training,” for instance, without exploring other solutions that would lead to improvement.  I am willing to bet that as a reader of this blog, you have seen resources (time and money) spent on training, with little or no resulting improvement.

To see the impact that limiting solution options too early can have, let’s first identify the true root cause. When someone says, “The problem is caused by a lack of training,” I ask, “So why would additional training help?”  The answer typically is, “It would help ensure they have the proper skills and understanding to do the job.”  There’s the root cause - insufficient skills and understanding, rather than a lack of training.

Now that the root cause has been identified, are there more solution options beyond just training? How about simplifying the process or product to lower the level of skills required? How about implementing mistake-proofing methods to make it impossible to do something incorrectly? How about implementing clear, easily understandable visual work instructions that can be used as a guide when doing the work?   Etc. Etc.

I’m not saying that training is never an appropriate solution, but look at the additional options that open up when you first start with a root cause, rather than a preconceived solution.

The Black Belt class I’m teaching this week follows the traditional model in which each participant has a pre-assigned DMAIC project to work on in parallel to the four-month training period (four training weeks over four months). The assigned projects have two purposes:

1. Increase comprehension by enabling BB candidates to apply what they’ve recently learned to a real-world issue
2. Deliver results to the organization by fixing a key issue

While the vast majority of projects are related to important business issues, there are many that aren’t good fits as initial training projects. This is not an uncommon occurrence. These projects generally fall into four categories:

• Some are better fits to Design for Lean Six Sigma (DFLSS) than improvement (DMAIC)
• Some are very qualitative in nature, providing little opportunity for the participant to apply the suite of learned data analysis tools
• Some are scoped too large
• Some are simply “just do it” projects that require good project management skills to implement previously identified solutions, but don’t require the specialized skills of a Black Belt

While the DMAIC methodology is very robust and experienced Black Belts usually can navigate the above issues easily, they often are very problematic for inexperienced BBs. This results in longer project cycle times (as Belts struggle to apply the new concept); lower results (if tools are misapplied or details missed); high levels of BB frustration, and less learning (which can have huge consequences later – extending future cycle times and lowering results per project because tools are poorly applied).

Strong mentoring support – which also is often a gap – can help new Belts better navigate poor training projects, but why not start with the right projects?

While proper project selection is a critical success factor for any deployment, it is even more important for a Belt’s first project. Instead of just focusing on the short-term business need, the long-term benefits of picking projects that support and align with classroom learning also need to be part of the equation.

Key takeaway:

Balancing the need for short-term results with the long-term benefits of learning through application leads to better performing Belts, reduced project cycle times, and more results (in the short- and long-term).