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Abstract. Managing the process of continual improvement is a difficult challenge
for any business. When training management is viewed as a
business center, managers must also continuously balance the available resources
and budget while meeting training requirements. Typical process reengineering allows
for the process to be reorganized to meet new technologies
or efficiencies. Training cycles though, may not allow for er-engineering
of the process due to fixed criteria and parallel training
programs; yet process modeling can help optimize this "business center"
as well. The key for using Process Modeling is the
overall effort’s orientation and the scope or macro view of
the contributing factors and constraints. With the emergence of alternative
training delivery methods, the effective analysis of the impact to
the overall training cycle is crucial to making effective decisions
about equipment, facilities, instructional materials and trainers. The impact of
taking students from their jobs must also be assessed given
other alternatives. Often, quick fixes simply move the problem around.
Process Modeling oriented at the training resource issue can effectively
provide information on student throughput, required resources, cost analysis and
projected economic data to help justify the change. Sensitivity analysis
allows for the overall process to be examined for "what-if"
scenarios. Ultimately, the acceptance and use of Training Resource Allocation
Modeling (TRAM) in support of Business Process Reengineering (BPR) techniques
will leave a continuous improvement legacy process for future training
managers.
Related topics:
simulation and training, simulation and training
View first page of "Darby: Training Resource Optimization - The Processes of Managing Change"
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