Developing and Measuring Training the Six Sigma Way: A Business Approach to Training and Development六西格玛培训开发与测量 在线下载 pdf mobi 2025 epub 电子版

This important resource translates the popular Six Sigma methodologies, tools, and techniques in a way that is customized specifically for the design,

implementation, and measurement of employee development programs. A proven alternative to the Kirkpatrick Model, this new model offers a more effective method for designing and testing the effectiveness of training.

Throughout the book, the author presents tools in a user-friendly and understandable format that is tailored for implementation in the development and measurement of employee learning programs. Step-by-step, Developing and Measuring Training the Six Sigma Way walks the reader through the highly effective and proven DMADDI™ process.

Figures, Tables, and Exhibits.

Foreword, by Edward A. Trolley.

Preface.

Acknowledgments.

Introduction.

PART ONE: THE BACKGROUND.

1 Why ISD Has Difficulty Addressing Business Issues.

What Is ISD?

　History of ISD.

　ISD Models.

　Summary.

2 What Is Six Sigma?

　Six Sigma Defined.

　The History of Six Sigma.

　Six Sigma in the Training World.

　Important Six Sigma Concepts.

　Six Sigma Models.

　The Six Sigma Organization.

　Shortcomings of Six Sigma.

　Summary.

3 Reasons for a Six Sigma Methodology.

　True Return on Investment.

　When ISD Is Used as a Development Methodology.

　The Solution. 　

　Benefits of a Six Sigma Approach.

　Determining Which Six Sigma Model to Use.

　Summary.

　PART TWO: DMADDI.

4 A DMADDI Overview.

　The DMADDI Model.

　Evaluation in DMADDI.

　Project Organizational Structure.

　Summary.

5 Define: What Are the Business Requirements?

　Why a Separate Phase for Business Analysis?

　Define Step 1: Form a Business Review Team.

　Define Step 2: Develop and Validate the Project Charter.

　Define Step 3: Complete the Define Tollgate.

　DMADDI Tools for Define.

　Summary.

6 Measure: What Targets Do We Need to Meet?

　The Honeymoon Is Over.

　DMADDI Road Map.

　Measure Step 1: Identifying Business Requirements.

　Measure Step 2: Prioritizing Business Requirements.

　Measure Step 3: Translating Business Requirements into Measurable Targets.

　It’s All in the Translation.

　Measure Step 4: Complete the Measure Tollgate.

　Measure Step 5: Transfer Requirements to the Development Team.

　DMADDI Tools for Measure.

　Summary.

7 Analyze: What Needs to Be Learned?

　DMADDI Road Map.

　Analyze Step 1: Assembling a Design Team.

　Analyze Step 2: Identifying What Needs to Be Learned.

　Analyze Step 3: Validating and Prioritizing What Needs to Be Learned.

　Analyze Step 4: Complete the Analyze Tollgate.

　DMADDI Tools for Analyze.

　Summary.

8 Design: How Should We Teach It?

　DMADDI Road Map.

　Design in ISD.

　Design in DMADDI.

　Design Step 1: Identify the Learning Platform.

　Design Step 2: Convert Objectives into Learning Activities.

　Design Step 3: Create a Communication Tool.

　Design Step 4: Identify Development Resources.

　Design Step 5: Complete the Design Tollgate.

　DMADDI Tools for Design.

　Summary.

9 Develop: Does Our Prototype Match Our Design?

　DMADDI Road Map.

　Develop Step 1: Identifying the Factors.

　Develop Step 2: Developing Controls.

　Develop Step 3: Validating the Outputs of the Develop Phase.

　Develop Step 4: Complete the Develop Tollgate.

　DMADDI Tools for Develop.

　Summary.

10 Implement: Did the Implementation Meet Business and Instructional Requirements?

　DMADDI Road Map.

　Implement in ISD.

　Implement in DMADDI.

　A Brief Recap.

　What Happens in the Implement Phase.

　Implement Step 1: Revisit the Project Requirements.

　Implement Step 2: Validate the Perspective of the Stakeholders.

　Implement Step 3: Gather and Analyze Project Data.

　Implement Step 4: Develop a Reporting Action Plan.

　Implement Step 5: Prepare Presentation and Update Storyboard.

　Implement Step 6: Complete the Implement Tollgate.

　Implement Step 7: Celebrate.

　A Final Word.

　DMADDI Tools for Implement.

　Summary.

11 If Not Us, Who? If Not Now, When?

　PART THREE: A DMAIC CASE STUDY.

12 E-Learning the Six Sigma Way.

　The Background.

　The Organizational Structure.

　What’s Important? The Define Phase.

　How Are We Doing? The Measure Phase.

　What’s Wrong? The Analyze Phase.

　What Do We Need to Do? The Improve Phase.

　How Do We Guarantee Performance? The Control Phase.

A Final Thought.

References.

Index.

About the Author.

Kaliym A. Islam is the director of learning product development and technology services for the Depository Trust & Clearing Corporation. He received his Six Sigma Black Belt from Motorola and is an advocate for positioning learning organizations as busine

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  偶校对的那本

• 作者：41 发布时间：2020-12-27 10:23:03

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  中间狗故事不喜欢。

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  作者似乎不是很擅长进行分段，某些部分看着有点难受╯﹏╰

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  北欧被放在西欧的地缘政治框架下面，但作者也写了说北欧的几国的共性更强。

• 治愈之树

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  《魔奇魔奇树》齐藤隆介著 泷平二郎绘

  虽然豆太的爸爸是个天不怕地不怕的人，他是在和熊搏斗时，被熊拍中脑袋而死的。豆太的爷爷64岁了，追起羚羊来，照样能从一块岩石跳到另一块岩石。可是，豆太5岁了，却非胆小，半夜里一定要爷爷陪伴，才敢去外面的茅房上厕所。

  爷爷和豆太相依为命，他太怜惜，太疼爱豆太了。爷爷想尽了办法，鼓励豆太去做一个勇敢的孩子。可豆太实在害怕那棵魔奇魔奇树，每晚都要叫醒爷爷，让爷爷陪着才敢去茅房。

  直到有一晚，豆太被爷爷的呻吟声惊醒，爷爷生病了！豆太穿着睡衣，光着脚丫，朝着山脚下跑……他又疼又冷又怕，但他更怕爷爷会死，他一边哭，一边坚持朝医生的家跑去。

  医生把豆太和药箱用棉罩衣裹住，背在背上，吃力地朝爷爷的小屋爬去。

  豆太看到“魔奇魔奇树亮起来啦！”，爷爷的肚子也不疼了，爷爷说豆太已经是个勇敢的孩子了，又说只要有一颗善良的心，就沒有干不了的事。

  故事到此并沒结束，豆太去尿尿时还是要叫醒爷爷。

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  从此我看树的眼光不一样了，所遇见的每一棵树，都像一幅有故事的画。从此我对孩子们有了更多的怜惜和关爱。

  绘本是给喜欢绘的朋友阅读的，简单的文字有趣的绘画能传达爱意，又何需千言万语？金庸的武侠小说被喻为为“成人童话”，实则步步机关步步惊心。绘本带给我们的，才是纯粹的善良和简单的爱意，没有功利，治愈人类的各种伤口。

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• 再抄

  作者：Luke 发布时间：2007-04-17 08:41:50

  再次看了思果先生的《翻译研究》，摘下以下内容。

  P242 译后交稿或付印前的检查工作

  交稿或付印前把译文细细看过，是很有好处的。下面的纲领书里面已详细讲过，不过翻译时一个人不容易完全注意到，所以要提它出来。

  一、 是否查过，所有用不着的“我的”，“你的”，“他的”等等代名词都已删去。

  二、 是否所有用不着的“一个”，“一种”，“一项”……都已删去。

  三、 是否一句有三个以上的“的”字（有人可以用到四五个而不自觉）。有时删掉一两个并不妨碍；如果没法删，只有把句子改写。

  四、 有些被动语态的句子，是否不合中文习惯。

  五、 有些句子是否语意不足。不足是否一定要补出来。有些字句是否可以删掉。如不影响文意、文气，可删则删。

  六、 主词和动词是否不合，如有些动词只能用之于人，有些只能用之于事物（“挨”只能当能动词用之于人，“他挨近门口”，不能说“桌子挨近门口”。）

  七、 动词和受词是否不合？如“履行义务与意向”中“履行意向”就不对。或者就改为“贯彻意向”。（一个动词下面有四五个受词，往往最后的一个因为距离远而误用，特别要留意。）

  八、 当然最好另外找一个人（不懂英文更妙）看一看。

  P205 我自己动手译书，细评起来，也有很多缺点。读者看了我的批改，千万不要以为我比董先生高明。我批评别人，心里仍然尊敬别人，佩服别人。找错容易，自己动手翻译难。我要提倡的是自己要学会找自己的错。

  我要声明一句，这本书的译文不算坏。译事辛苦，尤其是赶译，往往忙得人头错脑胀。第三者冷静地坐在那里批评当然容易看出毛病。不过译者也可以做批评自己的人把自己的译文改好。

  P92 我们译一个英文形容词，如果肚子时没有三五个可用的词可供挑选，怎么能顾到上下文有没有重复，前后读音有没有雷同，轻重是否适当，有没有引起读者想到相反的或别的意思上的危险，怎么知道能不能表达原作者心中要暗示的微妙的意思？