It seems to be a very expensive and elaborate process but if you bear in mind what immense capacity reserves can be mobilized on the sites (Adrian and Grote), even one hour of instruction a month pays off. Adrian in the USA assumes that the work remunerated can be broken down as follows:

If it is possible to increase productivity by only 5%, the effort pays off. If a quality management system were introduced, the improvements would be much greater. However, many companies are disappointed because they underestimated the difficulties of implementation. Piëch (Volkswagen AG) commented sarcastically, and it led to quite some annoyance. Nevertheless, the basic statement is correct, so I will repeat it, as it appeared in the FAZ newspaper:

In this way there are improvements in processes and products everywhere. Only through a better preparation of the existing surface, for example, is it possible to achieve considerable cuts in the cost of labour and materials. Naturally, such calculations have to be optimized according to the prevailing conditions. In a low-pay country such as the Czech Republic the planning will be different from that in Germany.

The need for training is enormous. Let us take an example: A small country such as Belgium with around 10 million inhabitants forecasts that each year there are 6,000 new construction workers who have to receive qualifications. 6 people can be efficiently trained in a group. This would then mean 1,000 groups who would have to be trained for one day ten times a year, i.e. 10,000 training days or 50 instructors would be required solely for the new workers to be trained. However, all in all there are 200,000 working in the construction sector: assuming further training is continuous, this would mean a demand for 1,600 instructors, who themselves naturally also have to be kept up to date through training.