EDTECH 503 - ID Case Analysis

Case # 18 - Abby Carlin The answers to the questions asked for the case study are provided below. A systematic approach must be taken to provide training for the employees of FDM manufacturing plant. Front- end Analysis: Abby Carlin - Documenting Processes in a Manufacturing Setting. Target Audience - Manufacturing Plan Employees. Goal: To train three-shifts of new employees to use the steel blanker machines at the FDM manufacturing plant for a period of 90 days. 1. To address the questions Abby and Dr. Abbott are seeking answers to. Things that should be included on the two lists are: Needs 1. To train three shifts of employees in 90 days. 2. To develop training material 3. To speak to (interview) an old employee 4. To observe how old employees operate machines 5. Learn and document sequence of operation of machines 6. Learn factorys norms and procedures for change of shift ,eg., time lapse 7. Request contact information of ALL employees, e-mail address, phone numbers, etc. 8. Schedule meetings in the morning, coffee break, and/ or afternoon - between shifts. 9. Procure an operating manual from machines manufacturer/ dealer 10. Seek out trainers (SMEs) from other similar plants 11. Request maintenance schedule for machines Contraints 1. No previous SMEs 2. No training manual 3. Cannot talk to old employees while they are operating the machines 4. Cannot see to document steps 5. Area is noisy 6. Poor lighting 2. Abby could work with the current set of employees to document the steps for operating the blanker stamping machine by: Developing a relationship with the operators. This relationship can be established by Abby making herself available to the employees early in the morning before they start working, during coffee- break, between change of shifts or when employees finished working. She could explain to the older employees the importance of training the younger employees before they retire from their posts. Asking one of the senior employees to train her; for example, Big Jon. As result, she could be in a better position to learn and document steps more comfortably if she can convince Big Jon to train her. Asking management of FDM to improve the lighting on the plant floor so that she could see the buttons on the machines much clearer. 3. What did Abby observe while on the plant floor that can her in creating the training?

While Abby was on the floor, she observed Big Jon operating the blanker stamping machine and she tries to observe his steps, but he was moving too fast for her to document the steps. At the same time, Big Jon could not hear what she was saying because of the noise. However, if Abby could get a one-to-one interview with Big Jon in the break room; then she will be able to create the training for the prospective employees because Big Jon is an expert, which in this context, he could be considered to be an informal SME. To maximize Big Jon expertise should be the number one item on Abbys agenda. The availability of the break room can be used as a common meeting ground for them. The of the notice board couple with the advent of mobile learning could be a distinctive advantage in setting the training program proving Abby can successfully document the steps for operating the machine. 4. Given the constraints in the case, what instructional strategies can be used to deliver the training? No one instructional strategy can be used to deliver instructions in this case study. A combination of On the Job Instruction where employees learn by doing the actual job, and using Instructional strategies as characterized by Reigeluh (1983), as cited by Smith and Ragan, (2005), can be used to deliver instruction given the constraints in this setting. These strategies are: Organizational Strategies - this refer to how instruction will be sequenced, what particular content will be presented, and how is this content will be presented. Delivery Strategy - deals with what instructional medium will be used and how learners will be grouped. Management Strategy - includes the scheduling and allocation of resources to implement the instruction that is delivered and planned withing the two previous strategy aspects. In this case management could repair lights to improve visibility on the plan floor. ID Model - Dick, Carey and Carey - This ID model could be employed at in the development of training for the employees of FDM plant, since it is being used extensively in business, government, and industry. Hence, the first step would be to identify the needs of the learners and state clear measurable objectives for the training. It is important to note that two processes would be done in parallel: (i) conduct instructional analysis, and (ii) analyze learners and the contexts. Needs - Analyses of learners, and learning context How many employees are to be trained? Do prospective employees have prior knowledge working in a manufacturing plant? Do prospective employees have prior experience operating any form of industrial machines before? Will the coffee- break room available to be used for training? Will the use of e-mail for possible training tips be adapted by prospective employees? Assessment - On the job performance.