Design out errors instead of training people to work around them. The speaker uses ISO 9000 to show how continuous process improvement beats relying on training alone. Map your organization's key skills to tell if a performance problem needs better training or a broken process that should be fixed.
Sometimes you have the opportunity to design the pain away rather than train the pain away. And that is preferable. If you can design the pain away, then you can invest that training time in things that can't be designed away. And so you can improve a process. Like years and years ago, the ISO 9000 process was all focused on process improvement. All that mattered was that you understood your process and you understood when it broke and you fixed it each time it did so that it was constantly getting better. And we can do the exact same thing with our learning programs. Our skill development programs, if we understand— that's why I'm such an advocate for, even in simple terms, mapping out the key things skill-wise for your organization, because now you know what to focus on. You know what to ask employees about it. They'll tell you why it's hard. They'll tell you why they messed it up. Maybe it was because they weren't trained. Maybe it was because the process is designed to fail.
