e-Learning & Standard Application in Korean Industry 5 th  of Sep. 2008  Han Tae In Steel Industry of POSCO Case
Index <ul><li>I. e-Learning Industry in Korea </li></ul><ul><li>1. Scope of e-Learning market </li></ul><ul><li>2. Ratio o...
Index  II. Corporate e-Learning in Korea 1. Status of introducing e-Learning in corporate training 2. e-Learning Demand of...
Index <ul><li>III. Steel industry case of POSCO </li></ul><ul><li>1. Vision and Strategy for e-Learning Center </li></ul><...
I. e-Learning Industry in Korea <ul><li>1. Scope of e-Learning market </li></ul>  e-Learning market  in 2007 year   (Unit ...
I. e-Learning Industry in Korea <ul><li>2. Ratio of e-Learning market by user </li></ul>Ratio of e-Learning market by user...
I. e-Learning Industry in Korea <ul><li>3) Number of e-Learning providers  </li></ul>(Unit : N, %) Business field 2004Year...
I. e-Learning Industry in Korea <ul><li>4. Total sales by providers </li></ul>(Unit : Million won, %)  2004Year 2005Year 2...
I. e-Learning Industry in Korea <ul><li>5. Total sales ratio of e-Learning by providers </li></ul>(Unit : %)  Contents Biz...
I. e-Learning Industry in Korea <ul><li>6. Total e-Learning manpower by providers </li></ul>(Unit :  Persons  , %)    2004...
I. e-Learning Industry in Korea <ul><li>7. The average sales per providers </li></ul>(Unit : $  a thousand  )  2006 2007
I. e-Learning Industry in Korea <ul><li>8. Exported or ongoing countries (Multiple Response) </li></ul>
II. Corporate e-Learning in Korea <ul><li>1. Status of introducing e-Learning in corporate training </li></ul>Corporate un...
II. Corporate e-Learning in Korea <ul><li>2. e-Learning Demand of Corporate Training </li></ul>(Unit : Million Won)  Year ...
II. Corporate e-Learning  in Korea <ul><li>3. Introduction of e-Learning by year </li></ul>(Unit : N, %) 17.1 Before 2000 ...
II. Corporate e-Learning  in Korea <ul><li>4. e-Learning manpower in corporate </li></ul>9.7 8.1 7.0 Average HRD manpower ...
II. Corporate e-Learning  in Korea <ul><li>5. Expectation of using e-Learning in corporate in the future  </li></ul>(Unit ...
II. Corporate e-Learning in Korea <ul><li>6. Contents producing and using type in corporate </li></ul>(Unit : %) Direct de...
II. Corporate e-Learning  in Korea <ul><li>7. Average number of e-Learning contents produced in 2007 year  </li></ul>(Unit...
II. Corporate e-Learning  in Korea <ul><li>8. Subsidy for e-Learning for employees by company </li></ul>(Unit : %)  78.2 2...
II. Corporate e-Learning  in Korea <ul><li>9. The field of e-Learning courses applied in company </li></ul>(Unit : %)  88....
II. Corporate e-Learning  in Korea <ul><li>10. Comparing of learning effect for e-Learning VS off-line learning </li></ul>...
II. Corporate e-Learning  in Korea <ul><li>11. Effect of reducing expenses after e-Learning </li></ul>(Unit : %)  Strong r...
II. Corporate e-Learning  in Korea <ul><li>12. Expected effect of e-Learning introduction </li></ul>(Unit : %)  Reduction ...
II. Corporate e-Learning in Korea <ul><li>13. Problems in operation of  e-Learning  in corporate(multiple response)  </li>...
II. Corporate e-Learning  in Korea <ul><li>14. Expectation about expanding e-Learning in corporate training </li></ul>(Uni...
II. Corporate e-Learning  in Korea <ul><li>15. Expectation of governmental policy for introducing e-Learning </li></ul>(Un...
III. Steel industry case of POSCO <ul><li>Establishment of total    e-Learning system </li></ul><ul><li>Establishment the ...
<ul><li>2. Current situation of e-Learning course in POSCO </li></ul><ul><li>1) Global POSCO Way “ Total 435 course” </li>...
3. Application of standard in quality management 1) Establishment of skill education needs analysis system per unit organi...
4. Establishing operating process and quality    management system of e-Learning Operation Running Operation Plan Operatio...
5. Specific content of QM by operating process management ○  Reflecting of the best education needs by e-Survey system dev...
5. Specific content of QM by operating steps ○  Contents quality management  by deliberate council ※  Operation of ‘conten...
5. Specific content of QM by operating steps ○  Encouraging the learning activity by forcing of tutor’s competence  ※  Ope...
5. Specific content of QM by operating steps ○  Education guidance and application support ※  Providing the specific infor...
5. Specific content of QM by operating steps ○  Providing learning guide and registration by diagnosing individuals compet...
5. Specific content of QM by operating steps ○  Improving learning quality and maximizing the learning effectiveness by va...
5. Specific content of QM by operating steps ○  Supporting learning activity and tutoring by learning monitoring 3) Operat...
5. Specific content of QM by operating steps ○  Improving the learning process continuously by analysis learning result an...
5. Specific content of QM by operating steps ○  Supporting learning continuously 5) Operation sentence phase III. Steel in...
6. Effect and current issues  ▶  Investigating needs which are suitable in digital knowledge time and contents quality gua...
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e-Learning & Standard Application in Korean Industry

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Overview to the e-learning industry in Korea and a case study about e-learning at POSCO.

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e-Learning & Standard Application in Korean Industry

  1. 1. e-Learning & Standard Application in Korean Industry 5 th of Sep. 2008 Han Tae In Steel Industry of POSCO Case
  2. 2. Index <ul><li>I. e-Learning Industry in Korea </li></ul><ul><li>1. Scope of e-Learning market </li></ul><ul><li>2. Ratio of e-Learning market by user </li></ul><ul><li>3. Number of e-Learning providers </li></ul><ul><li>4. Total sales by providers </li></ul><ul><li>5. Total sales ratio of e-Learning by providers </li></ul><ul><li>6. Total e-Learning manpower by providers </li></ul><ul><li>7. The average sales per providers </li></ul><ul><li>8. Exported or ongoing countries </li></ul>
  3. 3. Index II. Corporate e-Learning in Korea 1. Status of introducing e-Learning in corporate training 2. e-Learning Demand of Corporate Training 3. Introduction of e-Learning by year 4. e-Learning manpower in corporate 5. Expectation of using e-Learning in corporate in the future 6. Contents producing and using type in corporate 7. Number of e-Learning contents produced( for 2007 year) 8. Subside for e-Learning of training for employees 9. The field of e-Learning courses 10. Comparing of learning effect for e-Learning VS off-line learning 11. Effect of reducing expenses after e-Learning 12. Expected effect of e-Learning introduction 13. Problems in operation of e-Learning in corporate 14. Expectation about expanding e-Learning in corporate training 15. Expectation of governmental policy for introducing e-Learning
  4. 4. Index <ul><li>III. Steel industry case of POSCO </li></ul><ul><li>1. Vision and Strategy for e-Learning Center </li></ul><ul><li>2. Current situation of e-Learning course in POSCO </li></ul><ul><li>3. Application of standard in quality management </li></ul><ul><li>4. Establishing operating process and quality management system of e-Learning </li></ul><ul><li>5. Specific content of QM by operating process management </li></ul><ul><li>1) Operation planning phase </li></ul><ul><li>2) Operation preparing phase </li></ul><ul><li>3) Operation phase </li></ul><ul><li>4) Operation management phase </li></ul><ul><li>5) Operation sentence phase </li></ul><ul><li>6. Effect and current issues </li></ul>
  5. 5. I. e-Learning Industry in Korea <ul><li>1. Scope of e-Learning market </li></ul>  e-Learning market in 2007 year (Unit : Million won, %) Total Household Educational institution Government-Public institution Corporate Amount of money 1,727,632 735,108 69,555 163,366 759,603 Percent 100 42.6  4.0  9.5  44.0 
  6. 6. I. e-Learning Industry in Korea <ul><li>2. Ratio of e-Learning market by user </li></ul>Ratio of e-Learning market by user (Unit : %)   2004Year 2005Year 2006Year 2007Year Individuals 51.8  46.2  43.2  42.6  Educational institution 1.0  1.3  1.6  4.0  Government/Public institution 6.4  6.5  8.5  9.5  Corporate 40.8  46.0  46.6  44.0 
  7. 7. I. e-Learning Industry in Korea <ul><li>3) Number of e-Learning providers </li></ul>(Unit : N, %) Business field 2004Year 2005Year 2006Year 2007Year Annual increase ratio Total 258 100.0 381 100.0 621 100.0  756 100.0  21.7  Contents 101 39.1  126 33.1  167 26.9  201 26.6 20.4 Solution 68 26.4  74 19.4  92 14.8  94 12.4 2.2 Service 89 34.5  181 47.5  362 58.3  461 61.0 27.3
  8. 8. I. e-Learning Industry in Korea <ul><li>4. Total sales by providers </li></ul>(Unit : Million won, %) 2004Year 2005Year 2006Year 2007Year Annual increase ratio The sales The component ratio The sales The component ratio The sales The component ratio The sales The component ratio Sub Total 1,298,484  100.0 1,470,817  100.0 1,617,797 100.0 1,727,057 100.0  6.8 Contents 287,498 22.1   336,320 22.9 389,452 24.1 406,022 23.5 4.3 Solution 222,954 17.2   244,814 16.6 239,091 14.8 218,389 12.6 -8.7 Service 788,082  60.7 889,683 60.5 989,254 61.1 1,102,645 63.8 11.5
  9. 9. I. e-Learning Industry in Korea <ul><li>5. Total sales ratio of e-Learning by providers </li></ul>(Unit : %) Contents Biz division Solution Biz division Service Biz division The others Biz division Sub total Total 28.8 12.8 45.3 13.1 100.0 Biz fields Contents 74.2 3.6 9.5 12.7 100.0 Solution 15.5 62.8 6.1 15.5 100.0 Service 6.7 3.3 77.3 12.7 100.0
  10. 10. I. e-Learning Industry in Korea <ul><li>6. Total e-Learning manpower by providers </li></ul>(Unit : Persons , %)   2004Year 2005Year 2006Year 2007Year The component ratio (%) Annual increase ratio (%) Total 13,248 16,414 19,644 20,773 100.0 6.3 Solution 3,428 3,522 3,686 3,487 16.8 -5.4 Contents 6,092 6,361 7,920 8,130 39.1 2.7 Service 3,728 6,531 8,038 9,156 44.1 13.9
  11. 11. I. e-Learning Industry in Korea <ul><li>7. The average sales per providers </li></ul>(Unit : $ a thousand ) 2006 2007
  12. 12. I. e-Learning Industry in Korea <ul><li>8. Exported or ongoing countries (Multiple Response) </li></ul>
  13. 13. II. Corporate e-Learning in Korea <ul><li>1. Status of introducing e-Learning in corporate training </li></ul>Corporate under 300 employees Corporate above 300 employees (Unit :%) 2.6 39.2 2006 Year 3.0 52.0 2007 Year + 12.8%P
  14. 14. II. Corporate e-Learning in Korea <ul><li>2. e-Learning Demand of Corporate Training </li></ul>(Unit : Million Won) Year 2004 2005 2006 2007 Ratio for increase Scale 527,291 668,169 752,286 759,603 0.97
  15. 15. II. Corporate e-Learning in Korea <ul><li>3. Introduction of e-Learning by year </li></ul>(Unit : N, %) 17.1 Before 2000 Year 12.4 2001 Year 10.6 2002 Year 8.8 2003 Year 15.3 2004 Year 11.8 2005 Year 11.8 2006 Year 12.4 2007 Year
  16. 16. II. Corporate e-Learning in Korea <ul><li>4. e-Learning manpower in corporate </li></ul>9.7 8.1 7.0 Average HRD manpower 2.2 3.0 2.9 Average e-Learning manpower (Unit : N) 22.7 37.0 41.6 Ratio 2005 Year 2006 Year 2007 Year
  17. 17. II. Corporate e-Learning in Korea <ul><li>5. Expectation of using e-Learning in corporate in the future </li></ul>(Unit : %) The ratio of e-Learning course Among the whole learning course 2007 Year 2008 Year 2009 Year 2010 Year 21.0 23.2 23.9 26.3 The ratio of e-Learning budget Among the whole education budget 14.7 15.9 16.2 17.3 The grade which employee use e-Learning in the future (5 likert) 3.54 3.68 3.78
  18. 18. II. Corporate e-Learning in Korea <ul><li>6. Contents producing and using type in corporate </li></ul>(Unit : %) Direct development Direct + external development External development Purchase/ Lease Using the e-Learning service institute Total 7.3 18.3 14.6 4.9 54.9 Corporate under 300 employees 4.8 14.3 4.8 7.1 69.0 Corporate over 300 employees 10.0 22.5 25.0 2.5 40.0
  19. 19. II. Corporate e-Learning in Korea <ul><li>7. Average number of e-Learning contents produced in 2007 year </li></ul>(Unit : N) 56.7 49.9 6.9 Total 16.3 11.5 4.8 Corporate under 300 employees 74.0 66.3 7.7 Total N of development N of upgrade existing contents N of new development Corporate over 300 employees
  20. 20. II. Corporate e-Learning in Korea <ul><li>8. Subsidy for e-Learning for employees by company </li></ul>(Unit : %) 78.2 21.8 total 75.9 24.1 81.4 16.6 Support Not support Corporate under 300 employees Corporate over 300 employees
  21. 21. II. Corporate e-Learning in Korea <ul><li>9. The field of e-Learning courses applied in company </li></ul>(Unit : %) 88.1 Job 69.3 Language 68.3 IT 61.4 Leadership 60.4 Personality 54.5 Qualification 54.5 Marketing 28.7 Industry Tech 17.8 Other
  22. 22. II. Corporate e-Learning in Korea <ul><li>10. Comparing of learning effect for e-Learning VS off-line learning </li></ul>(Unit : 5 likert) 3.73 Participation 3.39 Job Satisfaction 3.32 Improve of work competence 3.44 Efficiency of training 3.26 Increase of sales 3.54 Productivity
  23. 23. II. Corporate e-Learning in Korea <ul><li>11. Effect of reducing expenses after e-Learning </li></ul>(Unit : %) Strong reduction Little reduction Similar Increase Reduction Ratio among The total Total 13.9 44.6 36.6 5.0 24.8  Corporate under 300 employees 13.8 44.8 37.9 3.4 23.4  Corporate over 300 employees 14.0 44.2 34.9 7.0 26.3 
  24. 24. II. Corporate e-Learning in Korea <ul><li>12. Expected effect of e-Learning introduction </li></ul>(Unit : %) Reduction of educational operation Reduction of burden for selecting place and lecturer, management Encourage to participant in education by self Ability of servicing various education Customized education The others Total 29.8 19.9 19.9 19.3 8.8 2.2 Corporate under 300 employees 29.3 19.2 21.2 14.1 12.1 4.0 Corporate over 300 employees 30.5 20.7 18.3 25.6 4.9 -
  25. 25. II. Corporate e-Learning in Korea <ul><li>13. Problems in operation of e-Learning in corporate(multiple response) </li></ul>(Unit : N, %) Lack of necessary contents Lack of voluntary participant of employee Lack of tools for measure education effect Lower effect than cost Less entry wall (introducing, establishing cost) Lack of worker for operation The others Total 50.5 40.6 38.6 34.7 10.9 8.9 3.0 Corporate under 300 employees 50.0 41.4 39.7 34.5 6.9 6.9 3.4 Corporate over 300 employees 51.2 39.5 37.2 34.9 16.3 11.6 2.3
  26. 26. II. Corporate e-Learning in Korea <ul><li>14. Expectation about expanding e-Learning in corporate training </li></ul>(Unit : %) Down sizing Similar Expanding Very expanding Total 3.0 20.8 70.3 5.9 Corporate under 300 Employees 1.7 20.7 69.0 8.6 Corporate over 300 employees 4.7 20.9 72.1 2.3
  27. 27. II. Corporate e-Learning in Korea <ul><li>15. Expectation of governmental policy for introducing e-Learning </li></ul>(Unit : %) 69.3 66.3 Tax reduction & supporting tuition fee 48.5 51.5 Supporting contents producing 33.9 30.7 Expansion e-Learning Infra 2006 Year 2007 Year 9.7 21.8 Cultivating e-Learning manpower 32.1 15.8 Information service for trend and technology 3.3 2.0 Others
  28. 28. III. Steel industry case of POSCO <ul><li>Establishment of total e-Learning system </li></ul><ul><li>Establishment the best e-Learning for creating value demanded by customer </li></ul>The best learning Infra <ul><li>Providing various content and quality assurance for meeting the needs for growth </li></ul><ul><li>Making the context which can create the knowledge through relating between cyber education contents and KM contents </li></ul>The best learning contents <ul><li>Service quality improvement by providing customer convenience </li></ul><ul><li>Service education by providing various learning method </li></ul><ul><li>Sharing the contents module on On/Off Line education </li></ul>The most convenient learning service Establishment of the most customized e-Learning being able to contribute improvement individual’s competence and corporate performance HRD Center establishment leading e-Learning, Which with Hard ware, Soft ware and human ware 1. Vision and Strategy for e-Learning Center
  29. 29. <ul><li>2. Current situation of e-Learning course in POSCO </li></ul><ul><li>1) Global POSCO Way “ Total 435 course” </li></ul><ul><li>2) Global is language (205 courses), about the work education (104courses) </li></ul><ul><li>3) The learning time per a persons : Total about 300hours </li></ul>III. Steel industry case of POSCO (Unit : N)
  30. 30. 3. Application of standard in quality management 1) Establishment of skill education needs analysis system per unit organization 2) Connecting work with learning (Cyber education, CBL, Remote Screen learning, KMS, CoP) 3) Case of development of customized learning contents according to leaner competence through adapting six-sigma 4) Supporting learning per individuals by learning consulting 5) Improvement of education service by reestablishing learning management system 6) e-Learning content quality management by operating steps III. Steel industry case of POSCO
  31. 31. 4. Establishing operating process and quality management system of e-Learning Operation Running Operation Plan Operation Management Operation sustain Operation Preparing e-Survey system Technical training needs analytical system per organizations Council committee for course development Tutoring Ability security After learning consulting CoP activities Quality assessment commission Monitoring opinion reflects/improvement <ul><li>Analysis of performance /monitoring result </li></ul><ul><li>Feedback learning output </li></ul><ul><li>Evaluation management system </li></ul><ul><li>Reflection to personnel learning result </li></ul><ul><li>Tutor evaluation management </li></ul><ul><li>Support learning course path </li></ul><ul><li>Learning recommendation process provision </li></ul><ul><li>Diagnosis of individuals competence </li></ul>Individuals customized learning KM related learning EPSS practice education improvement Close adhesion management by monitoring learning Fault recovery/confrontation III. Steel industry case of POSCO
  32. 32. 5. Specific content of QM by operating process management ○ Reflecting of the best education needs by e-Survey system development, operation 1) Operation planning phase (1/3) III. Steel industry case of POSCO Education requirement analysis and the present application evaluation system Unit organization skill education needs analysis system ㅇ Needs search· analysis system ㅇ Supporting adoption performance ㅇ Supporting on-Line education consulting ㅇ DB establishment for technology needs the appropriate unit organization ㅇ Tool development for periodic aggregating real time needs - Using the standard needs sheet per field ㅇ Needs reflection by Just-In-Time ㅇ Feedback rapidly data of analysis result ㅇ Establishment of on-line consulting related education ㅇ Need analysis of factory unit ㅇ Standardization of needs analysis process appropriating to unit organization ㅇ Selected adoption of necessary technology ㅇ Identification of new technology needs and selection course ㅇ Needs analysis of education for workplace worker ㅇ e-Learning quality improvement by evaluating work adoption ㅇ Customized course development through consulting ㅇ Identification needs per unit organization by using the system ㅇ Customized course development for potential technology Needs ㅇ Performance improvement through active adopting work Advantage Trait Strategy of realization
  33. 33. 5. Specific content of QM by operating steps ○ Contents quality management by deliberate council ※ Operation of ‘contents quality evaluation deliberate council’ (4persons) 1) Operation planning phase (2/3) III. Steel industry case of POSCO Course development c ouncil committee (before development) Quality assurance activity of development phase (during development) Deliberate council (after development) ㅇ Deliberate council : 7 persons ㅇ Verification about educational contents, propriety and effectiveness ㅇ Communication system between with the planner, the quality manager and the project manager ㅇ Deliberate council : 7persons ㅇ A ~ C grade evaluation by each module ㅇ Verification development propriety and the investigation propriety course development which is systematic and rational contributes in management result ㅇ Execution the report which is development phased by quality verification * Starting and ending, fixed period (daytime/monthly publication), non-periodical etc ㅇ Investigation of content development according to learning object, expression of contents, appropriation of description type and instructional design ㅇ Investigation in advance development propriety ㅇ Risk management ㅇ Quality inspection by periodic monitoring ㅇ Contents re-plan and complement below C grade ㅇ Contents quality diagnosis and improvement Advantage Trait Strategy of realization
  34. 34. 5. Specific content of QM by operating steps ○ Encouraging the learning activity by forcing of tutor’s competence ※ Operating on-line community for enforcing tutor community 1) Operation planning phase (3/3) III. Steel industry case of POSCO Public invitation of tutor in company Operating tutor training course ㅇ A pplication of tutor r egular public invitation system (by contents module unit) ㅇ Program of forcing tutor’s competency ㅇ Basic important condition (Ministry of Labor standard adoption) - The person who is an above of corresponding field practical career 3Year -The person who has above of master degree corresponding field ㅇ Evaluation item - Qualification condition, interview and service record, The others ㅇ Tutor training course, and solving new knowledge and operational errors through tutor workshop ㅇ Recruiting tutor who is active and positive ㅇ Inactive tutor who is shift possibility immediately ㅇ Trading the opinion and providing information by the off-line meeting of tutors ㅇ Communication for improvement method about e-Learning tutor activities Advantage Trait Strategy of realization
  35. 35. 5. Specific content of QM by operating steps ○ Education guidance and application support ※ Providing the specific information and sample course when someone click the course 2) Operation preparing phase (1/2) III. Steel industry case of POSCO Learning course path Learning recommendation process ㅇ Providing Learning roadmap -> Deriving efficient learning ㅇ Providing systematic learning activity guide -> Reinforcement of self-development support system ㅇ Presentation concretely the course for the learning to complete at before and after -> inducing the learning motivation and supporting to meet the needs Self-development ㅇ Classification course operating by level and learning guide ㅇ Providing course classification by function qualification ㅇ Providing content - Design according to personnel system and educational system of the company - Consideration the present business field and accomplishment career ㅇ Selection possibility the field which forecasts the changing work position in the future ㅇ Management the changing things of recommendation course ㅇ Providing content - Selection the field which the learner needs by system of educational process of the company - Realization available to select duplicable the course ㅇ Problem solving of difficult to select previous learning course when the position change ㅇ Ability of supporting efficient learning ㅇ Inducing the learning motivation and inciting learning accomplishing craving ㅇ Supporting systemic learning before and after changing the work position ㅇ Finding professional knowledge and improving management performance by inducing the learning motivation ㅇ Contributing the improvement of work competence by supporting interrelated learning course Advantage Trait Strategy of realization
  36. 36. 5. Specific content of QM by operating steps ○ Providing learning guide and registration by diagnosing individuals competence 2) Operation preparing phase (2/2) III. Steel industry case of POSCO Providing customized learning course by diagnosing individuals competence ㅇ Analysis the division of lack Individuals competence -> Providing learning course relation needed in and out company ㅇ Development the diagnosis system by work competence of company -> Providing rational and objective self-development learning ㅇ Establishment DB of work skill and external curriculum ㅇ Establishment interface related personnel assessment with work competence ㅇ Strengthening self-reflection by diagnosis result, and review function ㅇ Strengthening the relation with personnel strategy of company and using the distribution of human recourse ㅇ Maximizing learning effect through supporting the establishment of the competence system ㅇ Identification of learning roadmap and reengineering Advantage Trait Strategy of realization
  37. 37. 5. Specific content of QM by operating steps ○ Improving learning quality and maximizing the learning effectiveness by various operation method 3) Operation phase (1/2) III. Steel industry case of POSCO Operating the cyber-course customized according to individuals competence Learning related KM Using the SEPSS ㅇ Supporting the customized learning focused on leaner competence for increasing learning effect ㅇ Sharing work and learning experience ㅇ Standardization of KM process ㅇ Knowledge specialist institutional establishment ㅇ Activation and life of KM ㅇ Supporting the process for improvement related action strategy by whole and division of company ㅇ Self-selecting and compositing and opening the learning course process learning ㅇ Supporting the learning by a person in charge of the course ㅇ Operation centered in the course developed by oneself, which can mutually composition ㅇ One-Stop using necessary knowledge ㅇ Knowledge packaging learning organization ㅇ Strengthening work specialist competence learning organization ㅇ Providing and management procedure process by steps ㅇ Using the sample and managing the interesting field about assignment ㅇ Increasing the learning effect and expanding the chance of Self-Directed learning according to competence of individuals ㅇ Increasing the work efficiency by using necessary knowledge One- Stop ㅇ Heightening of competitiveness for every employee as knowledge worker ㅇ Getting by experience of success / failure ㅇ Decreasing the deviation of work knowledge ㅇ Systemic management of work improvement according to the process schedule ㅇ Supporting the Project efficiently Advantage Trait Strategy of realization
  38. 38. 5. Specific content of QM by operating steps ○ Supporting learning activity and tutoring by learning monitoring 3) Operation phase (2/2) III. Steel industry case of POSCO LMS based on learner Push service of learning process information precious education matter management and tutor support System failure rehabilitation and confrontation system ㅇ establishment based on total learning competence management ㅇ One stop learning service function ㅇ Providing learning process information Push Service ㅇ Automatic mailing service of question and answer ㅇ Establishment of precious learning operating management system ㅇ Providing timely tutoring for activation of interaction of lecturer and learner ㅇ Minimization of obstacle occurrence by observing standards process and preventive maintenance ㅇ Relation work with learning ㅇ Supporting the learning one stop service ㅇ Operating (by using the name tag) learning guide automatic mailing system at periodic course procedure ㅇ Providing program and resource for improving competence of learner Individuals ㅇ work automation of the simple repetition education progress business automation ㅇ Response quick and accurate when the error occurs ㅇ Providing learning activity of in-out company on the one screen from registration of On/Off Line education to management after ㅇ Encouragement and evaluation for lasting learner Increasing person who complete by sending the mail and message ㅇ Increasing education satisfaction by strengthening tutor activity immediately solution about the question ㅇ learning progress ratio, learning time by managing daily learning amount and increasing learning understanding ㅇ Recurrence prevention thorough removal cause of occurrence obstacle ㅇ prevention of similar obstacle occurring Beforehand by sharing content information of obstacle Advantage Trait Strategy of realization
  39. 39. 5. Specific content of QM by operating steps ○ Improving the learning process continuously by analysis learning result and improvement idea, monitoring result 4) Operation management phase III. Steel industry case of POSCO Analysis e-Learning performance and monitoring result Feedback learning result for learner Managing tutor Reflection Of learning result in personnel ㅇ Check and analysis course openly ㅇ Analysis of monitoring about improvement idea ㅇ Participation in survey and submitting completion assessment and feedback of grade ㅇ Operating the tutor activity managing criteria ( Tutor activity assessment ) ㅇ Relation time of learning completion with personnel ㅇ Connecting personnel and compensation for qualified person ㅇ Analysis of main content -N of learner, completion ratio, learner satisfaction, improvement idea, monitoring opinion, average learning joining time, adoption of work, ROI etc. ㅇ flexible assessment schedule ㅇ Managing the problem bank ㅇ Providing learning result contents - comparing the learning time, learning participation, learning understanding, completion ㅇ Providing incentive great tutor activity and changing the inadequate tutor ㅇ MBO registration, Personnel DB input, Reflection in the promotion ㅇ assessment and personnel assessment reflection by managing BSC criteria of e-Learning ㅇ Establishment of course which the studies accomplishing and completion ratio is inactive ㅇ System improvement and operation criteria rearrangement, strengthening tutor activity for increasing convenience of learner ㅇ learning promotion by providing result and competing with other learner ㅇ Inducing participation tutor activity ㅇ Increasing leaning participation ㅇ Increasing learning effect Advantage Trait Strategy of realization
  40. 40. 5. Specific content of QM by operating steps ○ Supporting learning continuously 5) Operation sentence phase III. Steel industry case of POSCO Consulting information After learning contents quality assessment committee CoP activity ㅇ periodically providing learner information related learning after completion of course -> learning accomplishment, self-test, and guide after learning ㅇ assessment committee member: 4persons ㅇ Content composition, design, learning design, user convenience, realization technology ㅇ increasing learning effect like increasing competence of self-development by voluntary CoP composition after learning ㅇ Providing content - related book, related article, related common sense, Technical terminology explains, the seminar and meeting holding etc. ㅇ Selective sorting possibility of learning consulting information Provider ㅇ Quality assessment after operating for 1Year ㅇ Total Community composition: 15field 899 compositions ㅇ CoP composition after learning : 61courses 17,487persons (focus on q ualification acquisition ) ㅇ Inducing continuous self-development by providing information related learning after completing the course ㅇ Planning for increasing work competence by providing continuous learning ㅇ Creating the voluntary and participate learning atmosphere not one-time ㅇ Decision of the refresh level according to their grade ㅇ Qualification acquisition present condition after operating Advantage Trait Strategy of realization
  41. 41. 6. Effect and current issues ▶ Investigating needs which are suitable in digital knowledge time and contents quality guarantees ▶ Connecting directly in work and business performance with establishment various operating support system 1 ▶ Inducing continuous self-development and learning in aspect of life long learning ▶ Leaning the high performance of business by connecting with work 2 ▶ Cyber education course is appropriate learning style for adults because it is satisfying the various needs of individuals and considering the competence of individuals not common education for popular people 3 ▶ Maximizing learning effect by supporting the establishment of systematic and rational competence system, connecting with personnel strategy, providing methods to supplement, developing the lack competence of individuals 4 III. Steel industry case of POSCO
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