Front-load the objections before the field, not during it
Ramp time is mostly the time it takes a rep to stop being surprised. Every objection they hear for the first time on a real door costs them a beat of hesitation and often the deal. If they've already handled 'not interested,' 'talk to my spouse,' and 'is this a scam' fifty times in practice, none of it is new when it counts. You compress weeks of live trial-and-error into a few days of safe reps.
Make readiness visible so you deploy at the right time
Most teams send reps to the field on a calendar ('you start Monday'), not on readiness. Then they either burn a rep who wasn't ready or hold back one who was. If you can actually see whether a rep can handle the core objections, you deploy each person at the exact moment they're ready, which is the single biggest ramp lever most owners never pull.
Shorten the manager feedback loop
A rep who struggles on Tuesday but doesn't get coached until Friday's team meeting just lost three days of bad habits setting in. The faster a rep sees what they did wrong and what a top rep would have said instead, the faster they correct. Ramp time is really just the speed of the feedback loop times the number of reps a rep gets.
Let reps self-practice so you're not the bottleneck
If the only way a rep improves is one-on-one roleplay with you, your team can only ramp as fast as you have hours in the day. Give reps a way to drill on their own, at night, between shifts, as many times as they want, and improvement stops being capped by your calendar.
Protect confidence, because a quitting rep ramps in zero days
The hidden ramp killer is washout. Reps quit in the gap between expectation and reality, usually after a string of brutal doors early on. A rep who got to feel competent in practice before the real rejection started is far more likely to push through the first hard week. The cheapest way to shorten average ramp time is to stop losing the reps who would have made it.