Rethink & Discovery - III
“Opening Doors to Innovation and Learning”
-- “A Thought Leadership Program” –
Diane Murdock – Learning Panel
North Carolina State University Pulp & Paper Foundation
Annual Meeting -- October 10, 2002
– Raleigh, North Carolina –
NCSU P&P
FOUNDATION
Program Overview
 Introductory Remarks -- Background & Program
Overview – Kathy Buckman Davis
 Keynote – Richard Phillips
 Panel Session 1:
 Innovation Pathways or Dead ends? – Ben Thorp
 Panel Session 2:
 Learning Doorways or Roadblocks? – Mike Kocurek
 Summary & Wrap-up – Jim McNutt
 Adjourn
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Rethink & Discovery III –
Opening Doors to Learning
L. Diane Murdock
Vice President, Fluidix
Microforming Systems
And -- PIMA Executive
Committee -- Liaison, Education
and Training Projects
Challenge:
‘Soft Skills – The Needs & The How’
 Technical Skills easier to transfer
Leader
and track
 People Skills are very difficult Manager
Most managers get their people
skills by accident
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Challenge: What are “Soft Skills”?
P
Problem Solving Abilities
E
Ethics
(organization, judgment, logic, creativity, conflict resolution)
(diplomacy, courtesy, honesty, professionalism)
O
Open Mindedness
(flexibility, open to new ideas, positive outlook)
P
Persuasiveness
(excellent communication and listening skills)
L
Leadership
(accountability, management and motivational skills)
E
Educational Interests
(continual thirst for knowledge and skills development)
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Challenge -- Divergent Paths in Content
 Work “to connect the dots” on identified needs
Practical . . . . . . . . . Academic
Knowledge to Methods
Management . . . . . Human Resources
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Challenge -- Walk the Talk
 Do management and executives actually
understand training or do they just believe it
sounds right?
“Buying” training versus “investing” in training
 Why is training the first item to be cut, even
when improvement is critical to the process/
business?
Invest in solving the problems, or root cause
vs. chopping
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Challenge -- Why Does Training Fail?






Soft skills gap -- culture
Lack of well-defined outcomes
Lack of strategy
Not integrated into on-going work culture
It takes 21 repetitions for a behavior to change ! !
Off-site “public” training issues
 Time away, but interaction with other practices
 Reluctance to share proprietary information
 Limited implementation process
 Managers may know the business, but do they
understand managing the process?
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Challenge: Lack of Implementation
 Lack of identified results expectation
 Failure to prioritize
 Not all personnel trained in sync
 Limited follow-up of training
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Challenge -- Results
 How do we verify the quality?
 How do we mix different levels of how
attendees receive instruction?
 Long-term tracking and recording of
results
 Documented benefits/results of training
are difficult to obtain from providers
 Product may be intangible but we have
to present the opportunity to solve a
problem
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Challenge -- Time and Cost
 Deliver when needed
 Deliver to wide audience
 Broaden base of contributors
 Reinforcement and follow-up
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Challenge -- Meeting the Need
 PIMA and CPBIS Alliance
 Merging the Academic and Practical
 Developing a Model for Inclusion
 Delivery
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Why -- PIMA On-Line?
 Conduct meetings, seminars, educational programs, &
other live interactive engagements without - Incurring travel expenses, costly meeting rooms, or loss of
time away from the primary workplace for either presenters
or participants.
 These interactive events include provisions for - A multi-media presentation environment, and opportunities
for exchanges of dialog among presenters and with
participants.
 Cost savings allow more employees to participate
increasing the potential rate of improvement.
(continued)
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Why -- PIMA On-Line? (continued)
 The interactions must be scaleable from –
Small interactive meetings with industry
educational centers and manufacturing sites,
To large audience international cross-industry
conference or seminars.
 Events should be available either interactively
or as –
Recorded sessions and with costs low enough
to encourage frequent use, and
A technology platform that is simple to use and
accessible at a minimum over a 28.8 or 56 kbs
speed connection.
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Objectives for – Online Learning Project
 Develop collaborative interactions and knowledge
exchanges among global leaders in the paper
industry and with other industry leaders to - Help rethink and discover more effective technologies
and organization and business strategies.
 Extend business and technological knowledge
within manufacturing centers through interactive
meetings, seminars, and educational programming
offered by –
 Associations, academic institutions, and supplier
communities.
(continued)
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Objectives for – Online Learning
Project (continued)
 Encourage more inter-industry and
governmental interactions on cross-industry
issues such as –
Globalization, supply chain management, etc.
 Stimulate innovative thinking by capturing
and recording tacit knowledge gained from
the interactive dialogs associated with –
sharing information, views, concepts and
lessons learned.
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CPBIS and PIMA Course –
Management for Enhanced Performance
Scope and Purpose
 The CPBIS/PIMA Management Development course is
designed to provide managers and future leaders at paper
and pulp operations and supplier facilities with the cuttingedge knowledge, skills, techniques, and approaches needed
to successfully manage the financial, human, and physical
resources to enhance the overall performance of operations.
Who Should Attend
 The course is especially appropriate for mill/plant managers
and managers who are responsible for functions such as
production, human resources, maintenance, technical
services, and purchasing and are working towards higher
levels of responsibilities.
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