Situation, Actions, Results

Situation:

Medical services company is facing exponential changes to its infrastructure, personnel, processes, and regulatory compliance due to rapid growth. The company was interested in analyzing the current state of the company wide learning and development activities, resources, and capacity

Action:

Conducted front-end-analysis focused on:
- Current state of learning and development for each business area
- Vision of the future state for each business area
- Learning and development needs and gaps that exist
Investigated and confirmed learning and development needs:
- Operational processes and procedures
- Management systems and structure
- Development tools
- Expertise needed based on current and future plans
- Resources

Result:

Prepared report including gap matrix and recommendations that led to a high priority placed on the implementation of a learning management system and the related processes and procedures

Situation:

Government sector retirement benefits division was replacing forty plus customer and employee service systems with a web based single point of service contact system for both customers and employees.

Action:

Conducted training needs analysis for service desk and request fulfillment information technology resources and internal customers
Analyzed policies, processes, and procedures that impacted service desk and request fulfillment training and aligned training solution with processes and procedures
Designed and Developed instructor led and online training content for service desk and request fulfillment training, including learning activities, assessments, and instructor guide
Developed system user guide
Conducted train the trainer workshops for client’s internal trainers
Managed, coordinated, and organized trainers and training sessions for internal information technology resources

Result:

Successfully executed pilot training sessions for service desk and request fulfillment system.

Trainers successfully executed service desk and request fulfillment system training for 500 IT managers and staff.

Situation:

Statewide public safety division was deploying a new computer-aided dispatch (CAD) system and needed to upgrade and customize the instructor led training course created by the system vendor.

Action:

Conducted review of the four day training course delivered by system vendor

Developed instructor guides and instructional strategy for delivering CAD course

Consulting with CAD system architecture SME to gather data and develop a two day workshop for the CAD system support unit.

Result:

Developed recommendations for instructional content, assessments, instructor guides, and web based components that resulted in company adopting a rolling deployment of training activities across twenty service centers, executed by ten trainers and targeted to approximately 1,000 law enforcement call takers and dispatchers.
Workshop successfully delivered to CAD system support unit resulting in the unit accepting responsibility for server management, messaging, backup, imaging, routing, security, mobile access, disaster recovery, networking, and performance monitoring

Situation:

Global financial services company with 40,000 staff worldwide implemented Workscape Compensation Planner for all managers with direct reports as well as a new compensation philosophy.

Action:

Partnered with Chief Administration Officer, HR Business Partners and business unit managers to identify goals and objectives for a five course “Pay for Performance” curriculum.
Conducted a four day design session for the “Pay for Performance” compensation curriculum
Designed and developed five web based instructor-led courses in the Pay for Performance curriculum that included a compensation introduction, HR Business Partner and Manager specific courses for the new compensation philosophy
Designed and developed a web based learning course on how to use the Workscape system to plan compensation
Designed and developed a web based learning course on how managers manage their direct and indirect reports hierarchy

Result:

Successfully deployed the web based learning courses to 5000 managers across multiple divisions.

Situation:

Government sector retirement benefits division implemented the most recent upgrade to the Saba human capital and learning management system. Company required the alignment of Saba’s Learning Plan feature with internal job competency and learning plans.

Action:

Mapped client’s learning plans to Saba’s Learning Plan feature
Created new hire, existing employee, new to role, and update learning plan processes
Created Learner and Manager user guides for learning plan process
Conducted learning plan training for managers
Created test scripts and scenarios for learning plan pilot implementation for a subgroup of client’s IT department

Result:

Successfully ran learning plan pilot test and gathered critical feedback of learning plan processes

Based on pilot test and process feedback, updated learning plan process and implemented client’s learning plan process within Saba

Situation:

The Global Operations Business Unit of a multinational medical device manufacturer charged with training all its customers and team members including technical support engineers, application consultants, customer advocates, product managers, and product build engineers. Company was interested in converting its entire customer facing classroom-training programs to eLearning. Company needed to establish a foundation, strategy, and processes on which they could continue to develop eLearning programs.

Action:

Developed classroom to eLearning conversion strategy.
Managed the instructional strategy, design, development, and technical aspects of the project.
Managed the review and approval of content assets.
Created script framework including layout, point-of-view, voice, style, formatting, and instructional strategy.
Developed specifications and guidelines for graphics development
Developed file name conventions, asset organization and management strategy.
Developed software interface for the delivery of content modules, including the selection of development software and module structure.
Developed instructional components, including simulations, practice exercises, real world scenarios, and evaluations.
Developed specification for media recording and authoring workstations
Recorded and edited audio and video media
Authored instructional modules
Managed the publication of content to the client’s existing LMS
Trained three subject matter experts/instructional designers how to design, develop, and implement an eLearning development process

Results:

Company standardized on a core set of methodologies and tools for designing, developing, and implementing classroom training content development and eLearning content development. This resulted in consistent, reliable, and higher quality content that had been previously achieved. The eLearning programs eliminated a significant portion of travel expenses for the company’s customers. In addition, customers were able to train more staff using the eLearning version of the training programs.

Situation:

Fortune 500 Pharmaceutical company was implementing Ariba's supply chain management system serving 60,000 employees worldwide in multiple languages. Company required a training and performance support solution that could support the initial training effort and remain in place to provide on going support for the Ariba system.

Action:

Project manager for supply chain system and business process training delivered to sixty thousand employees worldwide.
Conducted front end analysis that resulted in the development of the training design and implementation plans.
Developed specific business scenarios on which system and process training was based.
Staffed and managed the training design and development team -- including an instructional designer, graphic artist, animator, programmer, and audio engineer – to the successful completion of the project and three subsequent content upgrades.
Designer and project manager for the development of a web based content delivery platform.
Collaborated with the company's LMS team to successfully integrate the WBT platform with the LMS, including SCORM compliance.
Collaborated with the company's Puerto Rican and Japanese supply chain business teams to successfully convert the training content from English to Spanish and Japanese and serve the international population.
Collaborated with manufacturing IT team to facilitate change management issues related to the adoption of the new supply chain system and processes

Results:

By using web based delivery for the training, company was able to avoid the expenses related to a worldwide roll-out of a classroom based training program for 60,000 employees. In addition, the web based delivery platform facilitated the distribution of the training courseware in three

Situation:

Start-up cell-therapy biotech company was experiencing an increase in the number of safety incidents throughout the lab facilities. As part of an effort to decrease safety incidents, led the standardization of lab processes and procedures and implementation of 5S.

Action:

Led analysis of the activity within the three lab environments (R&D, process development, manufacturing) to identify existing processes and procedures, needs, and differences.
Standardized like-processes and procedures across labs
Created processes and procedures for each lab’s unique needs
Documented and controlled processes and procedures for each lab in SOPs
Created a 5S program and training
Identified 5S lab leader for each lab to lead 5S activity
Trained department leaders on Gemba and supporting 5S activities
Trained approximately 80 lab personnel on 5S and empowered all lab personnel to employ 5S techniques on a daily basis
Created a 5S audit system used to conduct daily 5S activity. Each audit rolled up to a 5S dashboard that was used by each lab team to manage the lab and plan improvements

Results:

I conjunction with additional initiatives led by the safety team, the standardization of processes and procedures and implementation of 5S led to a sharp decrease in safety incidents across the labs (~2/month), improved the efficiency and cleanliness of the lab working environment, contributed to a supply and material savings of close to $1M, and increased the up-time of lab equipment by ~10%.

Situation:

Start-up cell-therapy biotech company was experiencing unusable material samples from clinical sites. This caused manufacturing run slots to go unused, delayed, or cut short which resulted in delayed dose shipments to clinical sites. Clinical site staff reported that the procedures for segmenting, packing, and shipping the samples were not clear.

Action:

Collaborated with clinical sites and internal clinical site managers to review and revise patient material sample processes and procedures
Revised existing SOPs and training for clinical sites and internal personnel to align with revised processes and procedures
Created new on-demand eLearning for clinical site staff and internal clinical site managers that demonstrated the requirements for segmenting, packaging, and shipping clinical material samples
Developed recommendations to revise the shipping container to include just-in-time guidance and support for packing and shipping samples.

Results:

The revised process and procedures in conjunction with the eLearning improved the clinical site sample segmenting, packing, and shipping and eliminated unusable material samples. The shipping container was revised to provide support at the time of need for clinical site staff when packaging and shipping samples. Unusable sample was eliminated as a cause for unused manufacturing run slots and delays.