Costco and Institutional Training

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Table of Contents

Background
Current Condition
Target Condition

Background

The point under discussion is the sixth principle proposed by Dr. Deming that suggests “instituting training.” The key idea of this principle resides in establishing a consistent training system that will provide both managers and employees with an opportunity to maximize their professionalism, acquire a complex understanding of the operation processes, and improve their general outcomes.

As well as other points discussed by Dr. Deming, this principle aims to help companies to make a shift to a continual outcome and productivity improvement. While speaking about training institutions, Dr. Deming points out a particular emphasis on the importance of applying the acquired knowledge to practice. Hence, he believes that it is more effective to teach employees how to approach their responsibilities rather than to provide them with particular guidelines on what to do.

Additionally, Dr. Deming emphasizes the significance of training institutions at the managerial level. From this perspective, he suggests that the best way to establish an effective managerial system is to ensure that managers know the operation processes on the inside. In other words, they need to have some practical experience of doing the work they assign to their subordinates. In this case, they will be able to target rational objectives, provide useful recommendations, and organize the general workflow more efficiently. Finally, Dr. Deming notes that the training content should be essentially aligned with the customers’ needs. Otherwise stated, continual training is of no value unless it assists in improving the quality of service.

Current Condition

The discussed principle is not fully implemented in Costco. Hence, on the one hand, its managers and employees receive the essential training on an ongoing basis. In the meantime, the essentials of this training are different from those proposed by Dr. Deming. First and foremost, it is the employees’ training, the effectiveness of which is evidently insufficient. Thus, during the training, employees are provided with a large scope of information and instructions.

They examine the best practices in the relevant field and study the relevant statistics. When the training is completed, the employees are tested to assess the outcomes. As a rule, they show perfect results as they remember all the data. Though after the training completion, most employees do not apply the knowledge to their work, continuing to perform the operations in a common and convenient manner.

It happens, first of all, because they have little idea of how to apply the training materials to practice and, secondly, because they are not highly motivated to do it. Likewise, managerial training must have its own flaws since managers often set short-term targets, the accomplishment of which is either impossible or irrational, demonstrating, in such a manner, low awareness of the practical side of work that they are supposed to manage.

Target Condition

It is supposed that adopting the discussed principle will help Costco to improve the operation flow, make it more task-oriented and effective. Additionally, it will help to fulfill the workforce promise to the maximum since employees will start to apply their theoretical knowledge to practice. From a long-term perspective, the implementation of this principle will assist in meeting consumer demands more effectively since both managers and employees will learn to prioritize the service quality in every task they perform. The former, in their turn, will become more realistic in their planning and targeting. As a result, performance outcomes will constantly improve.

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Costco and Institutional Training

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