E-LEARNING: INVESTMENT IN SUCCESS
E-LEARNING DONE RIGHT CAN IMPROVE RETENTION, INCREASE FLEXIBILITY AND REINFORCE HANDS-ON TRAINING.
By Maria A. Ferrante
Just as flight simulators help pilots learn to fly in safe, no risk situations, so too do packaging line simulators help operators learn to operate a packaging line. A simulator helps operators gain confidence on a new piece of equipment before it ever hits the plant floor, reducing the start-up curve and increasing uptime.
Although E-Learning can not totally replace hands-on experience with packaging machinery, it can serve as a safe, effective way to simulate real world events on a manufacturing line, get an operator familiar with a panel view screen or help an hourly employee acquire pre-requisite skills before moving on to more advanced training.
“It’s all about competitiveness. . . to maintain our wage premiums, we must offer the world something that others cannot — leading edge science and technology, the most important products and services, the most ingenious marketing campaigns, the most innovative designs, new business models and excellent supply chain management,” says Deborah Wince-Smith, president of the council on competitiveness, as reported by the E-Learning Guild’s “Immersive Learning Simulations” report. “This kind of work requires deep creativity and imagination, strategic and analytical thinking, decision-making, excellence in planning and execution and adaptation to rapid change. These key skills are the skills people exercise when they play sophisticated digital games. Game players have to think strategically about their positioning, and analyze opponent strengths and weaknesses. They have to figure out how to achieve goals and execute those plans. They have to manage resources, make lots of decisions and respond to rapidly changing scenarios.”
The video games Wince-Smith refers to are not on par with those played by kids, rather they are sophisticated Immersive Learning Simulations used in E-Learning situations. But staying on top of the latest and greatest technology does not necessarily mean big investment in expensive simulation programs, video instruction or high tech digital games. It can be as simple as a PowerPoint presentation adapted for the web, or a technical manual placed online with some interactive prompts. E-Learning can take all shapes and forms. The key is to find the most effective format for your business.
Simply put, E-Learning is any form of corporate training that uses Internet-based technology for delivery, management and measurement. According to an industry study published by Bersin & Associates called “The Four Stages of E-Learning,” there are two broad categories of Internet-based programs: self-study and live. Self-study employs web-based content that allows a learner to start and stop whenever they want, enabling the student to learn “on demand.” This usually is called asynchronous training because it is not synchronized with an instructor or another learner. Live web-based programs use virtual classroom technology from vendors to create an online experience which is instructor-led. These synchronous programs require a student to attend an online event and attempt to replicate and enhance classroom experience. The type of E-Learning chosen depends on the audience and type of content being delivered.
EVERYTHING HAS A PLACE
In the manufacturing environment, compliance courses, such as safety, sanitation and lock-out/tag out, are often the gateway to E-Learning. Since these types of courses need to be completed by all employees, documentation and tracking are essential; therefore these courses are a natural choice.
Access to E-Learning in manufacturing plants has been an issue. “Many manufacturers are setting up terminals on the shop floor, providing special covers to protect computers and keyboards from the harsh environment. These manufacturers are finding the need to do this as a cost issue. Compliance training needs to be documented, and they need to make it convenient. Going to E-Learning decreases a company’s dependence on a live instructor,” says Nancy Munro, principle, Wheaton, Ill.-based Knowledge Shift, a knowledge management consultancy specializing in E-Learning.
Anheuser-Busch has been using various forms of E-Learning since the late 1990s. “We began using it due to its ability to reach a wide audience and provide flexibility,” says Ray Goode, project manager, Anheuser-Busch, St. Louis, Mo. “We run a 24-hour operation, seven days a week. E-Learning allows us to reach our employees at all times. Depending on the application, we may use E-Learning as a prerequisite for classroom learning. It positions employees for successful training.”
But in a manufacturing environment, E-Learning alone may not be enough. Some companies choose a blended learning format where E-Learning is used in conjunction with classroom or hands-on training. “In order to be successful, the E-Learning has to be followed-up with reinforcement in the form of classroom training or hands-on practical application and mastery demonstration. Our successes with E-Learning have resulted from following this process,” Goode says.
“Employees like the flexibility that E-Learning affords them. They can train at their own pace,” he adds. “Anyone who is looking to begin E-Learning should first identify their needs and evaluate whether E-Learning will address their concerns. E-Learning by itself is not a panacea. Systems must be put in place to reinforce learning shortly thereafter with practical application, coaching and mastery demonstrations.”
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KROGER SHARES E-LEARNING STRATEGIES A group of end users and OEMs recently came together in Cincinnati, Ohio, to discuss common issues around technical training. This group formed PMMI’s Technical Training Community of Practice, a networking group that will provide input to PMMI’s Certified Trainer Program (for more information on the group, go to www.pmmi.org). One of the main topics of discussion at the meeting was E-Learning. Justin Hawes, training manager for the Cincinnati, Ohio-based Kroger Company, gave a presentation to the group detailing the E-Learning initiatives within Kroger’s manufacturing group. The reason Kroger began looking at E-Learning was to maintain consistency of message. “With E-Learning, we can offer the same training across 35 plants,” Hawes says. When starting out, deciding what courses to start with was a challenge. Kroger looked at the investment in time and the value it would bring. “We chose courses such as Six Sigma training, that involve meticulous training and need to be reinforced over and over,” Hawes says. “In many cases we will still offer on the job training to complement the E-Learning. For regulatory issues, compliance and safety training, E-Learning is also a good fit.” Developing the course content has been an investment in time for Kroger. “The courses themselves take time to develop, an estimated 20 to 45 minutes per page,” Hawes says. “Eventually, E-Learning will enable us to get people ramped up on new equipment or technology as quickly as possible.” To develop the courses, Kroger is using an E-Learning authoring tool called Lectora. This tool allows Kroger’s in-house training staff to create courses that link back to their corporate Learning Management System (LMS). “The LMS brings feedback, tracking and measurement, knowledge verification,” Hawes says. “The LMS keeps test scores, when they took the training, etc.” Kroger struggled with getting E-Learning started within the manufacturing group, but they can see the benefits E-Learning has to offer and have made a commitment to making it work. “When you are developing an E-Learning program, know what you expect to accomplish, specify what you need and recognize how much time it takes,” Hawes says. |
INVESTING IN THE FUTURE
Some look at E-Learning as a way to reduce training costs— and over time it can—however payback is often one to three years out, Munro says. Manufacturers are using E-Learning for programs that are required of a majority of employees, or need to be repeated often, such as orientation programs, compliance training and product training.
E-Learning is an investment of both time and dollars. “There is a cost associated with E-Learning that has to be figured into the decision. Variables such as audience size, location, skill, etc., have to be considered as part of the cost/benefit analysis,” Goode says. “It may not be right for everyone. Each organization has to evaluate against its own issues, goals, objectives and financial position. Some of our vendors license their materials to us so we have an upfront cost and then we charge the site a small fee for running the course, $50. Smaller organizations may not see E-Learning as a profitable solution. They may be able to attain their goals through traditional methods.”
Machinery manufacturers are beginning to look at E-Learning as a way to deliver training to their internal team, as well as to customers. “We currently have all our manuals available online, but our customers are asking for more in terms of E-Learning,” says Gary Jones, training supervisor, Nordson Corporation, Duluth, Ga. “We are working on developing E-Learning capabilities to support our global workforce, and then we will roll this out to our customers.”
For Anheuser-Busch, E-Learning is supplemental to classroom and hands-on training. “Recognize that employees who have participated in E-Learning have knowledge of the process but, as yet, haven’t displayed mastery of the material and will require additional support (Time + Support = $ + $),” Goode says.
According to the American Society of Training and Development’s (ASTD) 2006 State of the Industry report, organizations’ investments from previous years in E-Learning technologies are now paying off. E-Learning has reached a high level of sophistication, both in terms of instructional development and the effective management of resources. Many organizations with high-performing learning functions are able to attribute clear cost savings, efficiency gains in the learning function, increased content reuse and decreased costs of learning development and delivery to successful technology investments.
ASTD reports that at least 60 percent of technology-based learning was online in 2005, and almost 90 percent of online learning was self-paced. The E-Learning Guild, an online community of practice focused on E-Learning, supports this finding, stating 81 percent of the E-Learning that is being done is asynchronous, says Steve Wexler, the Guild’s director of research, Santa Rosa, Calif. “Companies are looking at embedded E-Learning solutions now, in order to deliver things people need at the time they need it,” Wexler says.
START-UP CURVE
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MAKING SENSE OF IT Some E-Learning terms that will help you sound like a pro: AICC - The Aviation Industry CBT Committee (AICC) is an emerging set of standards that sets guidelines in the development, delivery and evaluation of E-Learning programs. These guidelines are developed specifically for the aviation industry, but are being widely adopted in a variety of other industries. See www.aicc.org for more details. Authoring Tools - Software that produces E-Learning materials. These programs bring together components of a course, such as text presentation, graphics and links. Asynchronous Training/Learning - A learning program that does not require the student and instructor to participate at the same time. (Typically self-paced, online tutorials.) Blended Learning - The combination of multiple approaches to learning. Self-paced, collaborative or inquirybased study are examples. Blended Learning can be accomplished through the use of ‘blended’ virtual and physical resources like combinations of technology-based materials, face-to-face sessions and print materials. SCORM - Shareable Content Object Reference Model (SCORM) is an XML-based framework used to define and access information about learning objects so they can be easily shared among learning management systems (LMSs). SCORM was developed in response to a Department of Defense (DoD) initiative to promote E-Learning standardization. Self-paced Instruction - Training that enables learners to complete instructional segments on their own, without the guidance of an instructor. Synchronous Training/Learning - A training program in which the student and instructor participate at the same time. For example, an instructor-led chat session. Common examples include the use of products from Centra, Interwise, Webex or others that enable web-casts of live events. Virtual Classroom (VC) - A scheduled offering that is available at multiple locations via a network. |
Self-paced asynchronous learning, with built-in simulation and video is very effective, but also expensive to build, Munro says.
Wexler says there are ways to get started inexpensively. There are popular conversion tools for PowerPoint presentations. There are also companies offering off-the-shelf E-Learning courses.
Munro says E-Learning retention is higher than with traditional classes and blended learning yields an even higher retention. “The key is to find a way to deploy it in the way people will retain it,” Munro says. “Convenience factor is one of the biggest benefits. You are able to deliver the class when they need it.”
Relevance to the job performed is a key element in training retention. “Is the training performance-based? There needs to be some link or tie to what I am teaching to the job they are doing. You need to do a task analysis. What part of the job that they are doing can be transferred to an online environment? Can I use screen shots, do I need self-check test questions?” Munro says, suggesting companies develop the training in stages. For example, determine what it means to be level 1 certified—put together a checklist and see what components of that are appropriate for E-Learning. Then determine what form of E-Learning, self paced or live. Consider questions such as how are you going to measure the learners? Do they use the knowledge gained on the job?
One way to get up and running with E-Learning is to repurpose the material already contained in manuals into PowerPoint presentations, etc. There are web-based tools that make it easy to build an E-Learning course. “Expect to spend some time gathering the content with your E-Learning course—such as photos, diagrams and video. There are a lot of hands that touch the development of an E-Learning course—IT, graphic design, marketing, engineering and others may all get involved,” Munro says.
There are two components necessary for entry into E-Learning: a tool to build the course; and the environment where the course will be hosted, which will track and monitor who took the training and how they did. This is called a Learning Management System (LMS). The LMS you chose should be SCORM or AICC compliant (see sidebar above) so that it can read the digital tags of the course that’s been developed.
The LMS keeps track of who took the course, the test scores, etc. For recurring training, it reminds individuals about annual or ongoing training opportunities. The E-Learning course itself has digital tags that will talk to the LMS. The threshold for purchasing an LMS is 500 users, Munro says. Many large companies already have an LMS—often as part of their corporate human resources department.
You will also need software to help you develop the course content. Content development software can cost anywhere from $500 to $2,000, Munro says. Another option is to hire someone to develop the content for you. This is often cost effective for a one-time E-Learning event, but not for on-going E-Learning.
Regardless of the route chosen, E-Learning is working for many organizations and it may make sense for your organization. “E-Learning can add value to an organization because it is highly cost effective, can be delivered to more people, more productively, more quickly,” Wexler says.
Maria A. Ferrante is PMT ’s editorial director and director of workforce development at PMMI.
