From the kind of skill instruction we envisioned at the outset, we moved out in both directions: down, toward grade school basics as fundamental as the three Rs up, toward new concepts of work, quality, community, learning, and leadership. These discoveries led us into areas of education we had never meant to enter and into budgetary realms we would have found unthinkable ten years earlier. He was never sure if we were talking about what was happening or what had happened. In Illinois, we found a foreign-born employee who didn’t know the difference between the present tense and the past. At one plant, a supplier changed its packaging, and we found in the nick of time that our people were working by the color of the package, not by what it said. They couldn’t do simple arithmetic like percentages and fractions. We learned that line workers had to actually understand their work and their equipment, that senior management had to exemplify and reinforce new methods and skills if they were going to stick, that change had to be continuous and participative, and that education-not just instruction-was the only way to make all this occur.įinally, just as we began to capitalize on the change we thought we were achieving, we discovered to our utter astonishment that much of our work force was illiterate. Then all the rules of manufacturing and competition changed, and in our drive to change with them, we found we had to rewrite the rules of corporate training and education. When we did train people, we simply taught them new techniques on top of the basic math and communication skills we supposed they brought with them from school or college.
#Motorola radio programming training trial
Ten years ago, most workers and some managers learned their jobs by observation, experience, and trial and error.
![motorola radio programming training motorola radio programming training](https://urgentcomm.com/files/2022/02/MOTOTRBO-R7-3.jpg)
Ten years ago, we saw quality control as a screening process, catching defects before they got out the door. If a machine went down, workers raised their hands, and a troubleshooter came to fix it. Ten years ago, we hired people to perform set tasks and didn’t ask them to do a lot of thinking.
![motorola radio programming training motorola radio programming training](https://i.ytimg.com/vi/XIpqvmufhvw/maxresdefault.jpg)
That can mean a workweek of 50 or even 60 hours, but we need people willing to work against quality and output instead of a time clock. And they must accept our definition of work and the workweek: the time it takes to ship perfect product to the customer who’s ordered it. They must be able to do basic problem solving-not only as individuals but also as members of a team. They must have communication and computation skills at the seventh grade level, soon going up to eighth and ninth. At Motorola we require three things of our manufacturing employees.