more into depth that the method that TMMI currently uses. It has four steps to evaluation of the feedback you obtain. The first step is defining what to evaluate and measure. This step allows the human resources department to set objectives and decide what would benefit the company the most. The article we found concerning this method gives examples of questions that should be asked and answered during this step of the process. The second step is to design a survey. This allows a company to focus on the areas of interest. There are many questions on preprinted surveys that do not pertain to the area the company is working on improving and waste the employee’s time to fill it out. Gathering the data is the third step in this process. Some suggestions on distributing the survey are as follows: administer it online to save time at work, do it at the same time that the company sends out satisfaction reports, maximize confidentiality, and minimize the use of many open-ended questions to ensure the employees will take the time to complete it. The final step is to analyze the data and summarize the results. The company could use a spreadsheet, such as Excel, to generate an analysis useful for the areas in which they are studying. The article also gave a list of possible problems that could occur during the evaluation. These areas should be carefully monitored to reduce the risks associated with the evaluation process (Kowack, Hartley, & Bradley, 1999). Toyota Motor Manufacturing has many production plants domestically, as well as globally. The plant in Canada is having similar problems to those of TMMI. The Kentucky plant however has a training center and many trainers. Their organizational structure is quite different from that of Toyota of Indiana. The North American Toyota office is trying to standardize the training across all the plants. Kirkpatrick’s A Practical Guide for Supervisory Training and De...
