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KONE Corporation Training Program Presentation
- 1. KONE Corporation TrainingProgram ReNova Door Operator Upgrade Training Northern Illinois University ETRA Department Team One Project Derrek Keesling Donna Kurtz Larry Weas
- 2. Introduction The TEAM… …DonnaKurtz, loves public service …Derrek Keesling, loves children …Larry Weas, loves learning
- 3. KONE Training Project Organization • $4.4 Billion global company with 35,000 employees. • Global leader in elevator & escalator industry. • Develop / deliver solutions enabling smooth, safe, comfortable movement of people. • KONE’s key customers: o Builders o Facility Managers o Building Owners o Architects o Building consultants o Developers
- 4. KONE Training Project Team’sProject Goals • Understand basic components of KONE ReNova Door Operator. • Understand how door operator components work together. • Communicate KONE competitive advantages to decision-making customers.
- 5. Front End Analysisfindings… • ID required skills for KONE ReNova Door Operator training. • Training modules follow SCORM (Shareable Content Object Reference Model). • Design & delivery of e-learning instruction to address existing constraints. • E-learning modules compatible with instructional requirements. • E-learning flexible for instructional strategies & delivery approaches.
- 6. Risk Analysis /Management KEY: Impact and Likelihood values: High – 5, Medium – 3, Low – 1. Quantification = Impact Value X Likelihood Value. Plan: Determine if a plan is necessary by identifying the ‘cut- off’ quantification value.
- 7. Instructional Design ModelApproach
- 8. Project Planning &Schedule
- 9. Design Approach L e s s o n O N E
- 10. Design Approach L e s s o n T W O
- 11. Evaluation Model Evaluation PhaseFive: After our team’s implementation phase of Module Four: KONE Door Operator Upgrade Training Module, the team used Kirkpatrick’s (2006) philosophy based on four level model of evaluation: Level 1: Reaction. Did the participants like the training? Level 2: Learning (Effectiveness). Did the participants acquire the intended knowledge, skills, attitudes, and commitment based on their participation in the training course? Level 3: Behavior Change (Transfer). Did the participants apply what they learned in the training course on-the-job? 30 days? 60 days? 90 days? Longer? Level 4: Results. Did the targeted outcomes occur as a result of the training course and any subsequent reinforcement?
- 12. Evaluation Plan /Process Part ONE
- 13. Evaluation Plan /Process Part TWO
- 14. Findings & Results Summaryof Feedback • Knowledge prior to training (Slightly below Satisfactory): Questions 1-3 indicated that participants with prior knowledge average 2.75 % with the four participants. • Knowledge after the training (Satisfactory): Questions 4-6 indicated that the four participants were slightly above with an average of 3.50% after the training. Functionality & Ease of Use (Satisfactory): Questions 7 & 8 evaluated the participant’s functionality and usage of the training module. Ratings averaged around 3.85 % that recognized the efficiency and usage was satisfactory among the participants. • Relevancy & Validity (Above Satisfactory): Questions 9 & 10, participants felt that the training material presented was relevant to their job with an 3.50% average and that the participants overall experience was satisfactory with an average of 4.00%. • OVERALL (Above Satisfactory): The training results had an overall rating of 3.75% with KONE participants as shown below.
- 15. Team One Accomplishments • Developed & implemented Plan of Action (POA) & project documents. • Used ADDIE to develop & deliver two of the three lessons from Module Four & established initial objectives for Lesson Three. • Used Kilpatrick’s Evaluation model to conduct Formative Evaluation.
- 16. Recommendations & NextSteps for KONE • Finalize completion of training course design for Lesson Three module. • Conduct stakeholder meetings to identify other KONE personnel & sales training requirements. • Develop proposals for training module revisions and/or of new training module design.
- 17.
Editor's Notes
- #4 KONE is a global leader in the elevator and escalator industry. The company’s objective is to offer the best People Flow experience by developing and delivering solutions that enable people to move smoothly, safely, comfortably, and without waiting. KONE’s key customers are builders, building owners, facility managers, and developers. In addition, architects and building consultants are key parties in the decision-making to select new, as well as replacement elevator applications. Of particular interest are elevator doors because this component must be replaced periodically. In addition, KONE product offerings provide functional benefits that position KONE with a competitive advantage over other companies. KONE serves thousands of customers globally, of which the majority are maintenance-based customers. These types of customers vary from small facility management companies serving a single building to large global retail or hotel chains. In serving these types of customers it is important for employees to understand the following:Elevator components. Key functionality and maintenance requirements.KONE product competitive advantages.
- #5 This training focuses on KONE sales staff that must have the ability to effectively communicate the specific advantages offered by the KONE ReNova Door Operator. For purposes of this learning module it is assumed that sales personnel who take this training possess computer skills such as Internet navigation, Microsoft Office Suite and other computer fundamentals, as well as possess basic sales experience. In addition, there is also an assumption that participant product knowledge regarding elevator functionality and components is limited. As a result, course subject matter will cover the fundamentals of elevator components and functions.
- #6 Front-end analysis (FEA), also referred to as Training Systems Requirements Analysis, is a structured process used to examine training requirements and identify alternative approaches to training job tasks. Using the process, job tasks were identified, skills and knowledge to perform these tasks were analyzed, technologies for training the skills and knowledge were assessed, and cost and lead-time comparisons for the feasible alternatives were developed. The objective of this analysis is to provide the customer with enough information to meet training needs within KONE’s requirements and constraints. This analysis offers recommendations, but also includes a number of options, each with a different training potential and cost estimate. This allows the program sponsor to make sound training decisions based on relevant and thoroughly analyzed data.
- #7 Risk management to ensure that this course was properly designed has been conducted by confirming the following items have been achieved. Have learning objectives and goals been established by KONE? Has the environment and the target audience been correctly identified? Will the learners achieve expected learning outcomes? Are there any constraints or requirements within KONE regarding the learning module design? Are there any course delivery considerations, i.e. limited bandwidth, systems support limitations, that must be addressed? What will be the project Return of Investment (ROI) relative to the size of this project for KONE?
- #8 Team One used a Systematic Approach to design the instruction through the use of the ADDIE process for the KONE Training Project. The nine basic steps (excluding Summative Evaluation) represent a set of procedures or interacting components that each have its own input and output, which together produces predetermined products using the ADDIE process. A second reason Team One used the systems approach is the important linkage between each component in the ADDIE process, especially the relationship between KONE’s instructional strategy, and the desired learning outcomes for KONE Corporation. The KONE training project is based on industry standards by following the Dick and Carey Model (2005) and aligning this with the ADDIE Process as shown below. Team One used the Dick & Carey Model (2005) because it was applicable to many areas of instruction that require complete development and process improvement for KONE training project. Ultimately the level of integrating of the model is up to the instructional designer. The literature suggests that this model is best suited for large groups, as well as individual learning modules. The greatest strength of this model is that it is very detailed and can easily be understood by novice designers as well as professionals.
- #9 Project Planning & Schedule Team One was introduced to the KONE stakeholders to lay out a Plan of Action (POA) (August-September). Afterwards, a Front-End and Risk Analysis was completed to determine KONE’s training needs and development (August-September). The design phase (September) consisted of three steps. The first two steps were the course design and the third step, was to design the KONE ReNova Door Operator Upgrade Training Module. In the development phase (October-November), the team began developing the storyboard into Captivate 6. Furthermore, in the last two phases, the Implementation Phase (November) consisted of the delivery to the KONE Stakeholders for dissemination of the training module and the team’s Evaluation Phase (November-December) consisted of a Level One Assessment to determine further training needs with KONE Corporation.
- #13 For the evaluation phase, a pilot session was conducted to identify the efficiency and effectiveness of learning the ReNova Door Operator Upgrade Package. The questionnaire survey (see below) included a variety of questions, which were rated at the end of the training module to determine if employee’s product knowledge and skills-based learning they received from this training will provide them the correct familiarization of the ReNova Door Operator package upgrade requirements.
- #14 KONE Training Program Questionnaire: Evaluation Phase (Questions 6 thru 10)The second part of the questionnaire was to identify and rate the functionality of the online training module. In addition, how well was the ease of use with the online training module? For the purpose of this training efficiency, our team wanted to identify whether the training module very functional and easy to use. For example, did the training have little-to-no functionality or functionality of the training was flawless to the participant.
- #16 Based on our discussion with KONE in the initial meeting with designing and developing our team was able to orchestrate an eLearning module design for the ReNova Door Operator Upgrade training requirement. The target audience for this assignment was their sales team; our team developed and delivered two of the three lessons from Module Four. Even though the training module is not fully completed, the team presented the additional objectives for Lesson Three. The rest of the module will require completion at a later date in accordance with KONE‘s training requirements. Within the given time for this assignment, our team was able seek a Plan of Action (POA) and the correct schedule through the use of the ADDIE process for developing and implementing the necessary training KONE had requested. Furthermore, with the development of future training modules, the KONE training team will be able to provide additional training for sales representatives to achieve the quality customer service and satisfaction in upgrading the correct ReNova Door Operator Upgrade packages.
- #17 Recommend that KONE continues with the training course design in support of the training modules, which were not completed. In addition, it is our team’s recommendation for the KONE Training Team to continue identifying other training requirements for the appropriate sales representatives in support of the ReNova Door Operator Upgrade Package. Our team recommends additional stakeholder meetings to review and identify other training requirements within KONE’s personnel and sales department. In summary, a training proposal is recommended to determine any revision to our team’s training module and/or the design of new training modules in accordance with the KONE operational requirements.