Ambitious Learning: Twelve Weeks from Yellow to Black Belt
Structure of the Coaching & Blended Learning Model
Sometimes we are asked to produce a blended learning approach for a number of delegates from the same organisation. For instance, here is an example of a company wishing to put eight people through a Coaching and blended learning Model Lean Business Transformation (LBT) Black Belt process.
Tailored Specifically
One size does not fit all. This example is here for illustrative purposes only, because every intervention is different and of course, every organisation is different. Each has its own special history, culture, context and pressures. The resulting learning structure representing how the material will be delivered will depend on the above factors, as well as the immediate challenges, demands and constraints on the organisation, its sector and the relative maturity and knowledge of those attending the programme.
Ambitious Delivery
If we are designing a LBT Black Belt delivery program for a specific organisation the structure might follow this example – assuming that we will be delivering over a 12 week period which is extremely ambitions. Not many organisations can release their people in such a short time span..
Pre-briefing of all participants
This takes place two or three weeks prior to launch of the program. Although preferably ‘face to face’, it is often more practical to contact each of the learners by phone or Skype. It is expected that the key leaders of the process in the organisation will wish to brief the participants and then hand over to us to prepare them for the events and the process. We will be working closely with the learners so we do need to get to know each one, outline expectations and how the learning will progress. It is a good idea to use phone or ‘Go to Meeting’, WebEx or another favoured variant of communication.
Design of Workshops
Each workshop will have its own defined objectives and outcomes, and focuses on participative and interactive methods of learning. However, when we are dealing with the business statistics elements the format may be more formal. The purpose behind these sessions is to ensure that transferability of learning takes place, and participants can work with others to familiarize themselves with the core elements of LBT which are important to their particular organisation.
In this particular example, we have focused on Black Belt training over 12 weeks which is exceptionally intensive – we would suggest a six month period to ensure that the learnings are tested in the actual business environment and that sufficient time is given for learners to integrate the material into their role in the organisation and everyday work demands. This is a lot to ask of learners who in are effect undertaking post graduate level learning and training in LBT.
Week 1: Introduction - Two Day Workshop: LBT (Black Belt)
Week 4: Two Day Workshop: LBT (Green Belt)
Week 8: Two Day Workshop: LBT (Black Belt)
Week 12: One Day Review & Learnings
Sometimes we are asked to produce a blended learning approach for a number of delegates from the same organisation. For instance, here is an example of a company wishing to put eight people through a Coaching and blended learning Model Lean Business Transformation (LBT) Black Belt process.
Tailored Specifically
One size does not fit all. This example is here for illustrative purposes only, because every intervention is different and of course, every organisation is different. Each has its own special history, culture, context and pressures. The resulting learning structure representing how the material will be delivered will depend on the above factors, as well as the immediate challenges, demands and constraints on the organisation, its sector and the relative maturity and knowledge of those attending the programme.
Ambitious Delivery
If we are designing a LBT Black Belt delivery program for a specific organisation the structure might follow this example – assuming that we will be delivering over a 12 week period which is extremely ambitions. Not many organisations can release their people in such a short time span..
Pre-briefing of all participants
This takes place two or three weeks prior to launch of the program. Although preferably ‘face to face’, it is often more practical to contact each of the learners by phone or Skype. It is expected that the key leaders of the process in the organisation will wish to brief the participants and then hand over to us to prepare them for the events and the process. We will be working closely with the learners so we do need to get to know each one, outline expectations and how the learning will progress. It is a good idea to use phone or ‘Go to Meeting’, WebEx or another favoured variant of communication.
Design of Workshops
Each workshop will have its own defined objectives and outcomes, and focuses on participative and interactive methods of learning. However, when we are dealing with the business statistics elements the format may be more formal. The purpose behind these sessions is to ensure that transferability of learning takes place, and participants can work with others to familiarize themselves with the core elements of LBT which are important to their particular organisation.
In this particular example, we have focused on Black Belt training over 12 weeks which is exceptionally intensive – we would suggest a six month period to ensure that the learnings are tested in the actual business environment and that sufficient time is given for learners to integrate the material into their role in the organisation and everyday work demands. This is a lot to ask of learners who in are effect undertaking post graduate level learning and training in LBT.
Week 1: Introduction - Two Day Workshop: LBT (Black Belt)
- Introduction to the Programme and to the Participants
- Core Learning Outcomes relating to Business imperatives and expectations
- Structure of the 3 formal Workshops sessions explained
- Progression of learning through Yellow, Green & Black Belt
- 10 Yellow Belt assignments explained
- On line Learning Chapter 1-9 of the LMS
- Use of the Learning Management System and Registration
- Introduction to LBT
- Coaching support
Week 4: Two Day Workshop: LBT (Green Belt)
- Review of Yellow Belt and outline of progress on Green Belt projects
- Group exercise on ‘Green Belt Projects’ – scoping out general thoughts
- Expectations of Green Belt project and structure for presentation
- 10 Green Belt assignments explained
- On line Learning Chapters Chapter 9-17 of the LMS
- Input on Business Statistics to LBT – tools
- Input on LBT, DMAIC and OD Coaching support
Week 8: Two Day Workshop: LBT (Black Belt)
- Outline of progress on Green Belt projects
- Group exercise on ‘Black Belt Projects’ – scoping out general thoughts
- Expectations of Black Belt projects and structure for presentation
- 5 Black belt assignments explained
- On line Learning Chapters 18-28 of the LMS
- Input on Business Statistics to LBT – including Minitab input and typical statistical tools
- Input on OD, Change Acceleration, CI and Facilitation, Coaching support
Week 12: One Day Review & Learnings
- Certification and celebrations
- Learning and progress
- Potential organisational projects for improvement arising from the LSSOD process
- Sustaining the drive for Continuous Improvement
- Rolling out the concept to others
- Goals and objectives, expectations, structure and reporting relationships
- Integrating LBT into the organisational culture and the performance management system
- Additional Learning processes to sustain and support LBT
