Developing Learning Objectives and SME Action Steps
Identify a goal, develop learning objectives, and determine what action steps are needed to take with the Subject Matter Expert for each scenario below
Scenario 1
For the past ten years, KawKan has been using a lean manufacturing approach in the assembly of their motorcycles. Over that decade, business has remained strong, but operational costs have continued to increase despite increased sales every year. Management has considered the idea it might be time to switch from the Lean process to a more robust continuous improvement model. Since the company is immersed in the practice of the Lean manufacturing model, the management team is not familiar with the basic elements in the continuous improvement model. Management has asked you to prepare a presentation outlining the continuous improvement process and how implementing how it can improve the overall manufacturing output. The designated contacts for this project include the director of supply chain management and the director of continuous improvement for production.
Goal:
KawKan company will switch to using the continuous improvement model for motorcycle production.
Objectives:
- Employees/management will be able to contrast the lean manufacturing model with the continuous improvement model
- Employees/management will be able to explain the benefits of the continuous improvement model over the lean manufacturing model
- Employees/management will be able to apply the continuous improvement model to their manufacturing process and day-to-day operations
Action Steps to Address with the SMEs:
I have several questions before I can develop the outline for the training resolution for KawKan. I would first need to ask company management if I am outlining a plan to teach management about the continuous improvement model so they can teach the employees, or is my outline for a plan to teach the employees directly? Am I developing an outline for a training resolution that I will facilitate, or will the SMEs be training employees/management on the new model following the outline I create? I would also need to know logistics such as the timeline for developing the outline and for rolling out the actual training, and if the training will be done live or online, and will it be in one big company-wide training or in smaller groups? These answers would actually affect the goal and objectives I came up with.
Once I am more clear on the expectations of the project stakeholder, I will need to meet with the two designated SME’s, the director of supply chain management and the director of continuous improvement for production, for them to explain to me the elements of the lean manufacturing approach being currently implemented and what specific elements, practices, and process of the continuous improvement model they want to start implementing. I would ask them to predict what benefits switching to the continuous improvement model would have for the company. I would also ask them to share with me if they have followed the continuous improvement model at other companies before and what made it successful. I would then put together my outline and ask that both SMEs as well as management review it and ask any questions they may have and let me know of any corrections or suggestions they think should be made.
Scenario 2
MedPat is a moderate-sized medical device manufacturer with offices, distribution centers, and production facilities scattered across North and South America. The company’s growth has primarily been done through the acquisition of smaller and competing businesses in the same market. Given the degree of displaced locations, different operating procedures, and non-integrated systems, the operations have become too strenuous. One of the larger sites has been chosen as a test site to harmonize the setup and production of the company’s new devices. Soon, other sites will be manufacturing this same device too. MedPat needs to remove itself from a paper-based operation because it slows down production, the records are hard to consistently manage, and it leads to communication issues with the site and field reps. The designated contacts for this initiative consist of a process improvement expert and the vice president of production.
Goal:
MedPat will transition from a paper-based to a fully digital operation.
Objectives:
- Employees will be able to discuss how paper-based operations slowed down production and administration, and how digital operations will promote unification among MedPat’s many locations and alleviate the issues employees faced in day-to-day operations such as inconsistency of records and communications
- Employees will be able to determine which new digital operation they should perform in place of a previous paper-based operation; for example, entering inventory checks in the digital system instead of on a printed chart
Action Steps to Address with the SMEs:
To develop the outline for the training resolution for MedPat, I would meet with the vice president of production to learn what pain points and inefficiencies they experience with production currently. I would discuss with the VP and the process improvement expert how switching to digital operations would help. I would ask them both if they know what digital systems they plan on implementing or want to implement, and if any of their sites are already using any digital systems that the rest of the sites could adopt. I would then put together my outline and ask that both SMEs to review it and ask any questions they may have and let me know of any corrections or suggestions they think should be made.
