If you’ve ever had the opportunity to assemble a toy or piece of furniture by the included instructions, you’ll appreciate the assessment that many of these instructions seem to be an afterthought, lacking clarity and often causing more confusion than one would think for something considered to be an “assembly instruction.”

You might be aware that many companies create work instructions in a rush attempt to qualify for ISO, IATF or AS certification. Often someone with little or no experience as a technical writer is asked to write a work instruction for others to follow. Sometimes several people, with many backgrounds, are tasked in an effort to quickly prepare the organization for a pre-certification audit. The belief is that the auditor only wants to make sure that the company has work instructions, not critique the quality of the instructions. Lost in the rush is the logic behind, and practicality of, standardizing work instructions and the work itself. Often, as well, little thought is given to keeping the documents current and accurate as changes and improvements occur. Soon, any document clarity is reduced to confusion.

The original intent might have been a document that was a clear, step-by-step guide to performing a task but, written in the style of the untrained writer, one clear step could have turned out to be one convoluted paragraph, forcing the reader to read, interpret, understand, and follow while having their hands full.

Lacking experience, a writer will sometimes leave out some of the important aspects of task performance – the things they needed to know when they first learned the task. For each person being trained to compliance with the document, each interpretation is revealed in performance. As time goes by, and these individuals become future trainers, these misinterpretations might be institutionalized in performance, and not be detected until major quality, safety or audit issues arise. Read More

In an article in Business Insider entitled, "Gen Z is bringing a whole new vibe to the workplace: anxiety," author Eve Upton-Clark tried to shed some light on a contemporary topic considered enigmatic by some and over-blown by others; Generation Z and its journey into the workplace. Understanding generational shifts in behaviors and expectations are a never-ending role of employers and their management. Having a better insight can make the experience a little less challenging for everyone.

In her article she writes, "Anxiety is driven by uncertainty," Ellen Hendriksen, a clinical psychologist and the author of "How to Be Yourself: Quiet Your Inner Critic and Rise Above Social Anxiety," said. Because they grew up in the digital age with nearly unlimited amounts of information at their fingertips, Hendriksen said, Gen Z has the least experience with uncertainty. "When you need to know where to go, you can pull up Google Maps," she said. "If you are going to a new restaurant, you can look at the menu ahead of time. There's a lot of certainty in this world now which didn't exist before."

She continues, "But at work, there's often a lack of certainty — which gets exacerbated in a remote workplace where it is easy to avoid confrontation. "Anxiety is maintained by avoidance," Henriksen said. "Our first reaction when we are anxious is often to avoid the thing that is making us scared, and so if we are anxious about speaking in a meeting, we might remain silent. If we are anxious about taking phone calls, we'll let those calls go to voicemail." Further, "Whether sensing when a presentation has gone on too long or understanding the subtext of what someone is saying, managing how you work is a fundamental skill."

Whether a Gen Z or Baby Boomer, how we are trained once hired is a crap shoot. Read More

The world has been through a lot in the last few decades. Employers finding themselves making decisions and changing their mind for the most unexpected reasons. Proactive Technologies, Inc.^® wants to accommodate and support those workforce development decisions in the best way it knows how. This introduction for new and returning clients of its turnkey worker development package is one example. The current discount window is open from January 1st - March 15, 2024! 

Value comes in many forms. Sometimes value stares us in the face but we may not realize it…or fully realize it. Like a software we purchase but only use 10% of its functions, a car that we seldom drive, or the treadmill that sits in its original packaging. Underutilized value not only represents a minimal return on an investment, it is a lost opportunity to maximize its potential and an inefficient use of capital.

Undeveloped or under-developed worker capacity is a lost opportunity to increase return on worker investment and reduce labor costs. Multiply this experience by the number of employees you have and the loss can be substantial! This is a fact that should be obvious and continually frustrates many a CEO or Operations Manager. It doesn’t have to be that way.

Every employer conducts a massive amount of informal, unstructured and undocumented on-the-job, task-based training every year. The significant cost(especially if you have a lot of retiring experts, revolving new-hires and marginally trained residents), as well as the effectiveness, usually goes unmeasured. If you doubt this point, ask yourself one question; Do I know which tasks each of my employees have mastered, and which they have not? If you draw a blank, you are not alone. Read More

Dr. W. Edwards Deming, an American engineer, statistician, professor, author, lecturer, and management consultant, remembered for his vital role in rebuilding the Japanese manufacturing sector after being destroyed during WWII, said “You have one chance to train a worker, just one, so don’t muck it up.” At the time, his theories on management and manufacturing, quality and business longevity, were scoffed at by U.S. manufacturers. After quickly helping move Japan’s manufacturing and economy towards competitive status in a relatively short time, U.S. manufacturers reevaluated his theories and practices and began implementing the parts of them that did not significantly affect short-term profitability.

Education continued to “fine-tune” the model of learning most familiar. Making changes to a massive institution is not easy and takes time – something contrary to the accelerating rate of change. Several forces are altering the nature of work before curricula can be developed and a prospective worker complete a program. Some like to think of this period as one of "creative destruction," but it could have been continual destruction.

Those inventing technology seemed bent on designing the human factor out of the performance of work. The premise is that it will make the more productive and efficient. Many see this as cover for eliminating labor which investors have historical viewed as too costly, which is debatable. This begs the question, which no one seems willing to adequately answer, what happens to a society when workers are not necessary? What happens to an economy when workers have no income to purchase goods and services provided by automated means? Read More

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