Frequently Asked Questions Question Categories How We Work Project Results and Metrics PVA's Process Training and Coaching Back to Top What does on-the-floor and one-on-one coaching of the Front Line Managers / Supervisors involve? Could you provide examples of PVA’s training and coaching activities? Do you work in highly technical environments? When is the ‘right’ time to embark on an improvement project? If we are already ISO certified, all of our procedures are defined and in place. Why do we need PVA? Can this be done in non-manufacturing environments? Does your approach apply to self-directed work teams? We have already embarked on a training program, how will you be able to blend your Program with that one? How often does PVA work in a unionized environment? How does a project impact employee morale? What would be the typical time requirements placed upon my people? How long is a typical PVA project? Why does it take so long? Do you work with small companies or only large corporations? During your project and with respect to the training and coaching, how much time will my people be taken out of their normal activities How much time will you require from my people while you are making your assessment? What are the typical backgrounds, qualifications, and experience levels of PVA’s team that will be assigned to a Project with my organization? How are my employees involved in the project? What is the likelihood that some of my people may not make it through the project? Now is not the right time. We have our own internal team working on all of those issues. Why should we engage PVA to work with us? We have had bad experiences in the past with consultants. Why should we use PVA? We have a no consultant policy, therefore how can we use PVA? There is no money for this type of initiative. How would we fund a project with PVA? How does PVA evaluate the project results? How does PVA ensure activities like safety, housekeeping, and customer service are not lost during the delivery of cost reductions? What are some common examples of Key Performance Indicators (KPI’s) that PVA would use in an organization (understanding there would be “custom” indicators that are organization specific)? Do you always achieve the objectives? What are PVA’s expectations for a typical organization’s roles and responsibilities (at all organizational levels) during and post the installation process? How often do you repeat your projects? How complicated are the measures and metrics that PVA puts in place? What are PVA’s processes and methods for changing an organization’s behaviors and the culture? What are the key steps in PVA’s change management process for results attainment and perpetuation? What makes the PVA process different from other consulting companies? What makes your changes sustain? How do we determine whether or not your approach is right for our business? Is your approach similar to other improvement-based programs such as Lean Manufacturing, the Kanban method, Six Sigma and TQM, etc? What is the difference between what PVA does and Lean initiatives? We have made changes in the past and they did not stick. Why would working with PVA be any different? How does PVA define “implementation” and what is involved during an “installation”? What kind of topics are covered in a PVA Consulting Group Coaching Session? Does PVA provide training and coaching of Supervisors and Managers separately and by department? What happens if I cannot have all of my Managers/Supervisors in one session due to floor coverage? Does the training need to happen face to face? What happens if I miss a Training Session? How many sessions will typically be given to my Supervisors and Managers during a Client Engagement?