how their behavior has changed. They have realized that this is a difficult objective because some group leaders have progressed to this level in the training program. For example, if a group leader does not have to solve problems with co-workers on the line very often, then the manager might observe a day with no conflicts. This makes it hard for the manager to decide if the training the group leader participated in has changed his or her behavior.The final level of evaluation is centered on Results. Toyota wants to be able to see the results of how the training and development program benefits TMMI as a whole. The impact on the company is a result that needs to be measured. If the program improves profits, then it will be a successful training program. Cutting costs, absenteeism, and employee turnover are all positive results that come about because of the on-the-job experience and classroom lecture training techniques. These results are hard to measure since many are centered on financial issues; with the plant still being in the infant stage, Toyota is not completely financially stable yet.Once a year, TMMI holds meetings to form priorities for the following year. In these meetings, Toyota uses the Diagonal Slice feedback method. This allows representatives from each level of employment to give feedback about the training program and its results, both positive and negative. Questions asked in the meeting would be things such as “What did you like about the program?”, “What did you not like about the program?”, “Did you feel that the training program worked?”, “Did the training help you at all?”, “If it did help, in what areas?”, and “If you could change things about the training, what would they be?”.Another evaluation and feedback method that is used a lot in the business world is that of the multirater 360-degree feedback method. This method goes...
