How Can I Make a Business Case for Lean Six Sigma Blended Learning at My Organization?

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Michael: Anything else that professionals at organizations need to know to make a case for blended learning at their organization?

John: Well, I think it goes down to your return on investment. You need that to be very fast and very measurable. And I think the Department of Defense is a real good example. They had a measurable increase in the speed and the impact of their Green Belt training in the projects that were completed and in how well those projects were coming together. I had the opportunity to conduct a Black Belt-level class for a marketing organization; and they sent sixteen people to class that were divided into four teams. And they came in with actual projects that were predefined by their manager. And we were able to customize the class to meet their specific needs as marketing people — a little heavier on the Lean; a little less on the statistics. And we did the class in about half the classroom hours; and I think the significant thing there is they actually used the projects as their classroom activities. And so, by the time we got to the end of the class, one of the projects was almost completed; the others were very close behind. And it was probably one of the most successful classes I had done because everybody came in at the same level, everybody had a very clear project to work on, and we were able to work on those actual projects right there in class. We had another real good experience with a casino, where we taught the class right on the casino floor. And we worked on maintenance problems that they were running into there. And so, everybody got out there. We had some people that had statistics in college. We heard people that could not even pronounce the ‘s’ word. And so, once they got out there, though, they at least were at the same level and were able to participate very quickly. So, blended learning works. Done right, it works very well.

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