About QuickHelper

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Elementary,High School,College,University,PHD

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Teaching Since:	May 2017
Last Sign in:	352 Weeks Ago, 4 Days Ago
Questions Answered:	20103
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Education

MBA, PHD
Phoniex
Jul-2007 - Jun-2012

Experience

Corportae Manager
ChevronTexaco Corporation
Feb-2009 - Nov-2016

Category > HR Management Posted 29 Sep 2017 My Price 10.00

"Action Plan"

Figure 6-3 Action Plan Tool/Worksheet

Action Plan for the

_____________Training Program

Name Job Title _________________________________

Department ______________________________ Organization _____________________________

Training Start Date___________________________ Follow-up Date __________________________

Trainer____________________________________________________________________________________

Note: This Action Plan document should be initiated during the training process.Part I and Part II will be completed at different times. Your Facilitator or Instructional Team should instruct you on how to proceed. They should also provide you with examples of properly completed action plans and answer questions you may have about your plan. Please be thorough and accurate with the information. Three Action Plan forms are included, one for each major improvement area that you identify. If additional areas are identified, please request another Action Plan document. The completed Action Plan should be returned a few months after you compete the process. Your instructor will discuss this further in the classroom during the first or second session.

Instructions

Part I, General Information. The entire Action Planning Process should be reviewed with you early in the training process. The idea is for you to set an objective(s) for improvement in your employer’s work setting. During the training program, you will set the objective(s) and determine the planning steps. You will implement the plan over a four to five month period in your work setting. At the end of the four to five month period, you will be asked to return your completed action plan so that your documented achievements can be consolidated with your classmates’ achievements to determine a return on investment for the training program.

The exact timing for completion of Part I is determined by your instructor depending upon circumstances with your class. In any event, Part I of the plan should be completed and reviewed by your instructor no later than the last class session. At the top of the form, include your name and your Objective, such as to increase sales or productivity. Other examples might be, to improve the quality of your work or the work completed by your team in your work setting. Your instructor will provide you with examples of plans that have been completed and used for documenting your achievements and calculating return on investment.

The follow-up date to collect the plans is usually four to five months after the last session. The Evaluation Period ranges from the time that Session One takes place to the date when the Action Plan is returned with completed information. The Improvement Measure is the specific measure of success, such as; sales, time-savings, or reduction in errors or rework, that will determine the achievement of your objective. The Current Performance is the level of performance prior to initiating the Action Plan. The Target Performance is your goal for improving this particular measure. The instructor should sign the instructor signature block after he/she has reviewed Part I of the Action Plan.

Part I Specific Steps. On the left side of the form, specific action steps should be included. These are the specific steps, behaviors, or tasks that will be implemented, changed, or improved as you work toward your objective and improvement measure.

Part I End Result. On the right side of the form, list the end result or consequences that you expect from each of the Specific Steps.

Expected Intangible Benefits. List the intangible benefits that you expect from the training. These are benefits that are not necessarily quantifiable or convertible to monetary values. For example, these might be things like improved morale, increased communication, or reduction in conflicts.

Part II Analysis. The most important part of this form is the information included in the analysis. This part of your plan is completed during an approximate three-month period after you complete the training. The Improvement Measure is repeated from Part I.

· Question A refers to the particular unit of measure. Two examples are provided below.

· If "sales" is the improvement measure, then the unit of measure is "one item sold".

· If "time savings" is the improvement measure, then the unit of measure is "hours saved" or "days saved", etc.

· Question B is the value of one unit if it is improved, eliminated, increased, or enhanced. Two examples are provided below.

· Sales - If one additional item is sold, what is it worth in added value? This may require estimations or input from experts in the organization.

· Time Savings - If you saved time and the unit of measure is "hours saved", then how much is an hour worth? Time saved is usually valued at the hourly wage rate plus fringe benefits.

· Question C provides space to indicate how you arrived at the value. For example, what assumptions were made in developing the value? Who provided the data if someone other than yourself? Is it a standard value used in your organization or is it a value you determined?

· Question D refers to the amount of the change during the evaluation period, comparing the monthly value for the month prior to initiation of the Action Plan to the most recent month in the follow-up period. You should provide this as a monthly value. Two examples are provided below.

· Sales - If total sales were 15 units sold per month at the beginning of the Action Plan period and 20 units per month sold at the end of the evaluation period, then the increase is 5 units.

· Time Savings - If you (or members of your work team) had 20 hours of unproductive time per month prior to initiating the Action Plan, and the training influenced an improvement so that after the training you now have only 6 hours of unproductive time per month, then the time-savings is 14 hours per month.

After you have provided the amount of change above, give an explanation of what you or your employee work team did to cause the results to happen and how the training program played a part in the achievement. Please be as specific as possible. Use the back of the form or additional attachments if necessary.

· Question E provides an opportunity to indicate the subjective nature of this process. Indicate the confidence you have in the above information, with 100% indicating certainty and 0% meaning no confidence. Review all of the questions under the analysis section and indicate the level of confidence you have in the information you have provided, including estimates that you have made.

· Question F asks for the amount of the change that was actually caused as a result of you or your team applying knowledge or skills learned from the training program. Here you should consider the other factors that could have influenced changes in the measure. Think about the influence of your actions from the training program and then estimate, with a percentage, how much of the change was actually related to the course from 0% to 100%.

· Question G asks you to estimate the percentage of "time saved" (if time-savings is your measure) that was then used in productive ways. Time saved that is not used productively is not considered an improvement. Think about the time you (or your team) saved and how you (or team members) used that time. Estimate the percentage used in productive ways from 0% to 100%. If time-savings is not your improvement measure, you should leave this question blank.

Actual Intangible Benefits. List actual intangible benefits that were realized from your achievements. Think about the things that you and your employee work team are doing differently to benefit your work situation and your organization.

*Worksheet* Part I - Action Plan For The _______________________________ Training Program
Name:	Instructor Signature:					Follow-up Date:
Objective:				Evaluation Period:			to
Improvement Measure:		Current Performance:			Target Performance:

SPECIFIC STEPS: I will do this Ê			END RESULT: So that Ê
1.			1.

2.			2.

3.			3.

4.			4.

5.			5.

6.			6.

7.			7.

EXPECTED INTANGIBLE BENEFITS Ê

Worksheet Part II - Action Plan For The _______________________________ Training Program

Name:

Objective:

Improvement Measure:

Current Performance:

Target Performance:

ANALYSIS

What is the unit of measure?

Does this measure reflect your performance alone?

Yes o

No o

If not, how many employees are represented in the measure?

What is the value (or cost) of one unit?

How did you arrive at this value?

How much did this measure change during the last month of the evaluation period compared to the average before the training process?

(monthly value)

Please explain the basis of this change and what you or your team did to cause it.

What level of confidence do you place on the above information? (100%=Certainty and 0%=No Confidence)

What percentage of this change was actually caused by the application of the skills from the

Training

Process? (0% to 100%)

If your measure is time-savings, what percentage of the time saved was actually applied toward productive tasks? (0% to100%)

ACTUAL INTANGIBLE BENEFITS Ê

Figure 6-4 Example Action Plan: Sample A

Part I - Action Plan For The

Leadership

Training Program

Name:

Medicine Gelatin Manager

Instructor Signature:

Stacy Locke

Follow-up Date:

Objective:

Elimination of Gel Waste

Evaluation Period:

January

May

Improvement Measure:

Quality

Current Performance:

8,000 kg’s waste monthly

Target Performance:

Reduce waste by 80%

SPECIFIC STEPS: I will do this Ê

END RESULT: So that Ê

Take a more active role in daily gelatin schedule to

Better control of gelatin production on a daily basis.

ensure the manufacture and processing control of

This will eliminate the making of excess gelatin which

gelatin quantities.

could be waste.

Inform supervisors and technicians on the value of

Charts and graphs with dollar values of waste will be

gelatin and make them aware of waste.

provided to give awareness and a better understanding

of the true value of waste.

Be proactive to gelatin issues before they become a

Able to make gelatin for encapsulation lines and making

problem.

better decisions on the amounts.

Constantly monitor hours of encapsulation lines on all

Eliminate the excess manufacturing of gelatin mass and

shifts to reduce downtime and eliminate the possibility

the probability of leftover medicine batches.

of leftover batches.

Provide constant feedback to all in the department

Elimination of unnecessary gelatin mass waste.

including encaps machine operators.

EXPECTED INTANGIBLE BENEFITS Ê

Gel mass will decrease to a minimum over time which will contribute to great financial gains for our company (material

variance) which will put dollars into the bottom line.

Figure 6-4 Example Action Plan: Sample A (continued)

Part II - Action Plan For The

Leadership

Training Program

Name:

Medicine Gelatin Manager

Objective:

Elimination of Gel Waste

Improvement Measure:

Quality

Current Performance:

8,000 kg’s waste monthly

Target Performance:

Reduce waste by 80%

ANALYSIS

What is the unit of measure?

Waste reduction

Does this measure reflect your performance alone?

Yes o

No R

If not, how many employees are represented in the measure?

What is the value (cost) of one unit?

$ 3.60 per kilogram of gelatin mass

How did you arrive at this value?

This is the cost of raw materials and is the value we use for waste.

How much did this measure change during the last month of the evaluation period compared to the average before the training program?

(monthly value)

Currently 2,000 kg’s monthly waste

Please explain the basis of this change and what you or your team did to cause it.

6,000 kilograms of waste eliminated. Reduction in machines from 19 to 12 created additional savings, but did not calculate. Gains in machine

hours (efficiency) in Encaps Department. More awareness of gel mass waste and its costs. Key contributing factors were problem solving

skills, communicating with my supervisors and technicians and their willing response, and my ability to manage the results.

What level of confidence do you place on the above information? (100%=Certainty and 0%=No Confidence)

70 %

What percentage of this change was actually caused by the application of the skills from the

Leadership

20 %

training program? (0% to 100%)

If your measure is time-savings, what percentage of the time saved was actually applied toward productive tasks? (0% to 100%)

ACTUAL INTANGIBLE BENEFITS Ê

Gelatin mass waste has been a problem for our company since start-up, with low efficiency in the Encapsulation Department

and the mistakes made in the Gel Department, the waste was out of control. In the past few months efficiency has increased

and the Gel Department has stabilized and as a result waste is down considerably.

Figure 6-5 Example Action Plan: Sample B

Part I - Action Plan For The

Leadership

Training Program

Name:

Bill Burgess, Senior Engineer

Instructor Signature:

Amber Locke

Follow-up Date:

Oct 13

Objective:

Enable my team to sustain continuous improvement by end of next QTR.

Evaluation Period:

July 13

Oct 13

Improvement Measure:

Time

savings

Current Performance:

32 hours unproductive time per month

Target Performance:

Zero unproductive hours

SPECIFIC STEPS: I will do this Ê

END RESULT: So that Ê

Convince the technicians on my team that I am serious

Team members understand my expectations and intentions

about continuous improvement.

Get my team involved in identifying key result areas and

Team members become committed and feel empowered to act.

related improvement needs and focus on improving these.

Provide coaching to team members to help them break paradigms.

Team members see new approaches, possibilities, solutions.

Consistently apply the principle of deferred judgment

Ideas get a fair hearing & team members get an opportunity to

When team members come up with new ideas.

support them and find ways to demonstrate their practicality.

Apply the 5 step approach to handling mistakes.

Support, risk taking, learning accountability & growth occurs

Teach my team members to understand and diagnose before prescribing

Team members minimize errors and rework, by addressing problems and not symptoms.

Continuously seek ways to inspire ownership and

Get team members excited about their achievements.

Involvement in team members.

Observe & think about ways team members respond to my behavior and approach. Document improvements like time savings, quality improvement, output improvement, cost savings and other beneficial changes. Measure the results objectively, provide feedback & recognition to team members.

I can learn what works and what doesn’t, I can close the feedback loop so that the team internalizes that achievements are rewarded and I can begin to put a dollar value on the results of my efforts.

EXPECTED INTANGIBLE BENEFITS Ê

People will feel a greater sense of my desire to see them achieve. I will become more satisfied with my own achievement and my team

will function more like a team. My team will make a greater contribution to the company’s goals. Individual team members will become

more fulfilled. This can also lead to improved employee satisfaction and improved customer service.

Figure 6-5 Example Action Plan: Sample B (continued)

Part II - Action Plan For The

Leadership

Training Program

Name:

Bill Burgess

Objective:

To enable my team to sustain continuous improvement by end of next quarter

Improvement Measure:

Time savings

Current Performance:

32 hours unproductive time per month

Target Performance:

Zero unproductive hours

ANALYSIS

What is the unit of measure?

Team hours saved per month.

Does this measure reflect your performance alone?

Yes o

No þ

If not, how many employees are represented in the measure?

Eight

What is the value (cost) of one unit?

$ 52.00 for each hour saved.

How did you arrive at this value?

Team member salary is $ 40.00 per hour. I added 30 percent for benefits.

30% of $40 = $12 $40 + 12 = $52 per hour.

How much did this measure change during the last month of the evaluation period compared to the average before the training program?

(monthly value)

Improved from 32 hours of unproductive time per month to only 8 hours for entire team.

Please explain the basis of this change and what you or your team did to cause it.

Improvement in unproductive time. Got my team

involved in identifying key result areas and improvement needs and they came through. My ability to listen and not be judgmental

played a key part in the results they achieved. Each hour saved due to increased productivity (resulting in less unproductive time)

is credited to the program. 100% of the hours saved has been used in productive ways to benefit the company and most of what

was applied to achieve these results was as a result of what I have learned from the training program.

What level of confidence do you place on the above information? (100%=Certainty and 0%=No Confidence)

95 %

What percentage of this change was actually caused by the application of the skills from the

75 %

training program? (0% to 100%)

If your measure is time-savings, what percentage of the time saved was actually applied toward productive tasks? (0% to 100%)

100 %

ACTUAL INTANGIBLE BENEFITS Ê

Because of my new approach with my team, they respond better by taking the initiative and working together to achieve results. As I

continue to practice what I learned from the training, my confidence increases and I will be able to accomplish more and feel better

about myself.

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"Action Plan"

Figure 6-3 Action Plan Tool/Worksheet

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