Performance Improvement & Analysis of educational/training problems. By conducting an instructional needs assessment and performance audit, students plan solutions to training problems including various forms of training, job aids, and non-training recommendations.

1. “Taking Care of Business”
Pharma Vaccines
Performance Improvement Project
Northern Illinois University
ETT 546 Training & Performance Technology

2. BGTW Consulting
“Our Team Members”

3. 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)
Introduction
BGTW Consulting Team

4.  Determine your needs
 Define objectives
 Determine subject content
 Select participants
 Determine schedule
 Select facilities
 Select instructors
 Prepare multimedia training aids
 Evaluating the program
Our Objectives “Taking Care of Business”

5.  Goals alignment
 Accountability and Ownership
 Decision-making Capability
 Business management acumen
 Engagement-
◦ Supervisor
◦ Management
 Vaccine manufacturing
Pharma Vaccine Performance Gaps

6.  Process documentation
 LSS Implementation
 Organizational focus
 Existing Learning Resources
Pharma Vaccine Performance Gaps

7. Lewin’s Three-Step Change Management Model
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:
 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.
Change Management

8.  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
Successful Interventions

9. SUPPORTING RESISTING
1.Win-Win collaboration and bargaining training 1.Lack of accountability/responsibility (H)
across the organization (H) 2.Organization does not accept or does not
2.Bargaining change management (M) use action learning to solve problems (M)
3.Recognition & Awards for employees 3.Organization has no process in place to
4.Joint Union Partnership across the manage collective knowledge or create and
organization(H) share knowledge (L)
5.Employee involvement collaboration (L) 4.Little value in place on learning or the
6.Correct training tools, material and information learner as an integral part of the culture (H)
(H) 5.Job aids are not used due to lack of
7.Flexibility across the organization (L) knowledge or expertise (H)
8.Functional grouping across the floor (M) 6.Formal job descriptions unavailable or; at
9.External business drivers recognized (L) best unspecific and unclear (M)
10.Sufficient resources (H) 7.Breadth is nonexistent or seen as a play by
11.Ethics & Integrity recognized (L) management to increase productivity (L)
12.Company Values/Individual Values (H) 8.Quality effort are reactive and only as much
13.Team Norms (M) as absolutely necessary (M)
14.Physical environment (H) 9.No formal preventive maintenance program
15.Job Aids/References are accepted (H) in place, organization operates on reactive
16.Allocation of functions (L) mode (M)
17.Processes & Procedures systematic (M) 10.Organization fosters conflict among
18.High visible structured programs with senior members (L)
management involved (H) 11.Problems solved by crisis (L)
19.Processes linked to systems, pride (L) 12.Hasty changes reactionary (M)
Force Field Analysis

10. BGTW Consulting Team
Five Levels of Evaluation

11. 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)
Performance Team Strategies

12. 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

13. 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

14. 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

15. 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

16. BGTW Consulting Team Schedule

17. Questions?

18. BGTW Consulting Team
“Taking Care of Business”
Thank you!

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References

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