Learning curves describe how unit production time decreases at a constant rate as cumulative production increases. T.P. Wright first documented learning curves in 1936, finding that aircraft production times reduced consistently. Companies can use learning curves to forecast budgets and costs, determine staffing needs, and make pricing decisions. Learning curves are calculated using equations that relate time per unit to cumulative units produced. A key rate is the percentage of learning, with higher percentages meaning faster individual unit production times. While useful, learning curves do not directly reduce costs - management must take action to increase learning rates through training or tools.
Reducing the risks: a joint venture can be a risky endeavor. However, a properly structured agreement can help mitigate the risks to support a successful partnership.
Reducing the risks: a joint venture can be a risky endeavor. However, a properly structured agreement can help mitigate the risks to support a successful partnership.
The Factor-F: A Measure of the Human-Power Resource Quality to Diagnose Segme...Peter Anyebe
Given the concept of the quantum wave function collapse, QWFC which concept derives from the Dick Feynman principle of the sum over histories, SOH the factor-F would actually be a measure of what the person, F has done with the freewill; to describe the adoption of the natural order, N-O with which the personal order, P-O would have been traded. The quality of the transaction would be evident in the scores on the metrics Nu, ScT, C, and S; as well as in the prediction of the F-Score or FN, from the factor-F.
Thus the typical human person, F is reduced into the four, 4 strategic metrics that include Nu, which quantifies the approximation of the N-O, which N-O operationalizes the path integral and QWFC, for Nu → 4. Nu is a measure of consistency (learning?). Secondly, ScT measures the effort (work?) that was made, to attain the observed level of consistency, for ScT → 0.5. Both are indices, which are non-dimensional. Then C would be real, to put a concrete value on character, C according to the appropriateness, RGT of the responses, RES to the proddings from the universe, for RES → RGT; which value would be optimum at a unity, for C → 1. And fourthly S would also be real, to quantify soul, S also for S → 1. Both C and S predict the appraised return on investment, ROIApp, for ROIApp → S. In this case, C is input to the appraisal model, and S would predict the output.
Then the identity of the human person would be defined uniquely by soul, S to provide the basis for diagnoses by the four, 4 strategic features of soul that include creativity, fp productivity, fs thought pattern, f0 and behavior pattern, Po. And learning which would be the process that defines identity, would be reduced into the four, 4 strategic features that include character, C soul, S personality, F and self-containment, ScT. These provide the basis for succession planning.
For diagnoses, the workforce is segmented into those who function within, and those who function outside the box. The latter would be domain experts, who are leaders in their various professions. They would usually be at once creative and productive. Ultimately, they would be able to derive the standard procedures for the performance at the essential tasks in the professions. This gives the former the opportunity to play catch up, when they perform at tasks by these procedures. This former group would usually be productive, but not creative. For succession planning, the time series graph for learning is adopted. Then the hopefuls would comprise those whose graphs are normal, at the organization’s optimum performance, when BHI = 1.4142.
This live project was bestowed the "Harrington Award - Best Thesis" for the plan, simplicity of understanding and seamless execution along with a detailed analysis.
1/8/2018 Print
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Chapter 6
(I)mplementation: Execution
Fancy Collection/SuperStock
Learning Objectives
After reading this chapter, you should be able to:
Carry out beta and pilot testing of training.
Describe the desired skill set of a trainer.
Manage the barriers to implementing training.
Evaluate the cost bene�it of outsourcing training.
There are two types of speakers: those who get nervous and those who are liars.
—Mark Twain
1/8/2018 Print
https://content.ashford.edu/print/AUBUS375.14.1?sections=ch06,ch06intro,sec6.1,sec6.2,sec6.3,sec6.4,ch06summary&content=all&clientToken=b76… 2/15
Introduction
Whereas the development phase focused on the creation and preparation of the training materials, instructional methods, and media, the implementation
phase centers on rolling out and beginning the training itself. Especially when the training is organization wide, training programs may be rolled out �irst on a
provisional basis through beta and/or pilot testing before full-scale implementation (ASTD, 2012; Noe, 2012; Piskurich, 2010; Vijayasamundeeswari, 2013).
During the implementation phase, we ensure that our trainers—both classroom and on-the-job trainers—have the requisite skill sets to deliver the training
competently, including managing potential trainee resistance to the new learning. It is during the implementation phase, too, that we evaluate whether the
training should be implemented via internal personnel or through an outside vendor.
1/8/2018 Print
https://content.ashford.edu/print/AUBUS375.14.1?sections=ch06,ch06intro,sec6.1,sec6.2,sec6.3,sec6.4,ch06summary&content=all&clientToken=b76… 3/15
6.1 Beta and Pilot Testing of Training
During the development phase, we performed a technical review of the training material and the edited content; in the implementation phase, after we have
made decisions about whether the trainers come from an in-house team or from an outside provider, we can now begin rolling out the training. This often starts
with a beta test and a pilot test (Shaw, 2011; Wan, 2013; Welty, 2013). Pilot tests and beta tests con�irm the usability of the training; they also determine how
effective the training materials are and how well activities are designed. Pilot and beta tests also examine the trainees' reactions to the training, including the
extent to which trainees have learned from their participation in the program (Preskill & Russ-Eft, 2005; Russ-Eft & Preskill, 2009). Table 6.1 reviews the
differences between beta and pilot tests.
Speci�ically, with a pilot test, we "prerelease" the training to selected trainees and subject matter experts for testing under normal, everyday conditions so we can
pinpoint any remaining �laws and get feedback on particular training modules, as well as the training as a whole. Beta testing is testing where the training takes ...
The company under study specializes in producing garment products. The production process of the company has so much waste, a long production time, a high cycle time, and a high defect rate, leading to low productivity, low quality, and late deliveries, affecting the competitive edge of the company. In this article we have discussed how Six Sigma can be applied to improve the company production process to reduce waste, the process production lead time, the cycle time, and the process defect rate and then to improve productivity and quality and finally increase the on-time delivery rate and the competitive edge of the company. The research methodology is based on Lean Six Sigma theory, with the platform of DMAIC procedure, including five steps: define, measure, analyze, improve, and control. The tools used in the steps of DMAIC procedure include cause and effect diagram, Pareto diagram, value stream management, work design, SMED, line balancing, Kanban systems, FIFO, autonomous maintenance, visual management, design of experiments, and control charts. After applying Lean Six Sigma tools, the company has reduced the production lead time by 89.21% from 279 to 30.1 min, reduced the production cycle time by 36% from 25 to 16 s, reduced the process defect rate by 37.45% from 14.9 to 9.32%, and then improved the on-time delivery rate.
Sequence step algorithm repetitive project scheduling for project with probab...Chachrist Srisuwanrat
The Sequence Step Algorithm (SQS-AL) is a general scheduling algorithm for minimizing the duration of repetitive projects with probabilistic activity durations while achieving continuous resource utilization. SQS-AL consists of two main nested loops: the sequence step loop and the replication loop. For each sequence step, each replication loop is a simulation run that collects crew idle time for activities in that sequence step. The collected crew idle times are, then, used to determine resource arrival dates for user-specified confidence levels, i.e., probabilities of having zero idle time in corresponding activities. The process of collecting the crew idle times and determining crew arrival times for activities on a considered sequence step is repeated from the first to the last sequence step. The effect of scheduling activities on the crew idle times for following activities is revealed step by step prior to scheduling the following activities. As a result, SQS-AL can guarantee continuous resource utilization for the user-specified confidence levels.
The Factor-F: A Measure of the Human-Power Resource Quality to Diagnose Segme...Peter Anyebe
Given the concept of the quantum wave function collapse, QWFC which concept derives from the Dick Feynman principle of the sum over histories, SOH the factor-F would actually be a measure of what the person, F has done with the freewill; to describe the adoption of the natural order, N-O with which the personal order, P-O would have been traded. The quality of the transaction would be evident in the scores on the metrics Nu, ScT, C, and S; as well as in the prediction of the F-Score or FN, from the factor-F.
Thus the typical human person, F is reduced into the four, 4 strategic metrics that include Nu, which quantifies the approximation of the N-O, which N-O operationalizes the path integral and QWFC, for Nu → 4. Nu is a measure of consistency (learning?). Secondly, ScT measures the effort (work?) that was made, to attain the observed level of consistency, for ScT → 0.5. Both are indices, which are non-dimensional. Then C would be real, to put a concrete value on character, C according to the appropriateness, RGT of the responses, RES to the proddings from the universe, for RES → RGT; which value would be optimum at a unity, for C → 1. And fourthly S would also be real, to quantify soul, S also for S → 1. Both C and S predict the appraised return on investment, ROIApp, for ROIApp → S. In this case, C is input to the appraisal model, and S would predict the output.
Then the identity of the human person would be defined uniquely by soul, S to provide the basis for diagnoses by the four, 4 strategic features of soul that include creativity, fp productivity, fs thought pattern, f0 and behavior pattern, Po. And learning which would be the process that defines identity, would be reduced into the four, 4 strategic features that include character, C soul, S personality, F and self-containment, ScT. These provide the basis for succession planning.
For diagnoses, the workforce is segmented into those who function within, and those who function outside the box. The latter would be domain experts, who are leaders in their various professions. They would usually be at once creative and productive. Ultimately, they would be able to derive the standard procedures for the performance at the essential tasks in the professions. This gives the former the opportunity to play catch up, when they perform at tasks by these procedures. This former group would usually be productive, but not creative. For succession planning, the time series graph for learning is adopted. Then the hopefuls would comprise those whose graphs are normal, at the organization’s optimum performance, when BHI = 1.4142.
This live project was bestowed the "Harrington Award - Best Thesis" for the plan, simplicity of understanding and seamless execution along with a detailed analysis.
1/8/2018 Print
https://content.ashford.edu/print/AUBUS375.14.1?sections=ch06,ch06intro,sec6.1,sec6.2,sec6.3,sec6.4,ch06summary&content=all&clientToken=b76… 1/15
Chapter 6
(I)mplementation: Execution
Fancy Collection/SuperStock
Learning Objectives
After reading this chapter, you should be able to:
Carry out beta and pilot testing of training.
Describe the desired skill set of a trainer.
Manage the barriers to implementing training.
Evaluate the cost bene�it of outsourcing training.
There are two types of speakers: those who get nervous and those who are liars.
—Mark Twain
1/8/2018 Print
https://content.ashford.edu/print/AUBUS375.14.1?sections=ch06,ch06intro,sec6.1,sec6.2,sec6.3,sec6.4,ch06summary&content=all&clientToken=b76… 2/15
Introduction
Whereas the development phase focused on the creation and preparation of the training materials, instructional methods, and media, the implementation
phase centers on rolling out and beginning the training itself. Especially when the training is organization wide, training programs may be rolled out �irst on a
provisional basis through beta and/or pilot testing before full-scale implementation (ASTD, 2012; Noe, 2012; Piskurich, 2010; Vijayasamundeeswari, 2013).
During the implementation phase, we ensure that our trainers—both classroom and on-the-job trainers—have the requisite skill sets to deliver the training
competently, including managing potential trainee resistance to the new learning. It is during the implementation phase, too, that we evaluate whether the
training should be implemented via internal personnel or through an outside vendor.
1/8/2018 Print
https://content.ashford.edu/print/AUBUS375.14.1?sections=ch06,ch06intro,sec6.1,sec6.2,sec6.3,sec6.4,ch06summary&content=all&clientToken=b76… 3/15
6.1 Beta and Pilot Testing of Training
During the development phase, we performed a technical review of the training material and the edited content; in the implementation phase, after we have
made decisions about whether the trainers come from an in-house team or from an outside provider, we can now begin rolling out the training. This often starts
with a beta test and a pilot test (Shaw, 2011; Wan, 2013; Welty, 2013). Pilot tests and beta tests con�irm the usability of the training; they also determine how
effective the training materials are and how well activities are designed. Pilot and beta tests also examine the trainees' reactions to the training, including the
extent to which trainees have learned from their participation in the program (Preskill & Russ-Eft, 2005; Russ-Eft & Preskill, 2009). Table 6.1 reviews the
differences between beta and pilot tests.
Speci�ically, with a pilot test, we "prerelease" the training to selected trainees and subject matter experts for testing under normal, everyday conditions so we can
pinpoint any remaining �laws and get feedback on particular training modules, as well as the training as a whole. Beta testing is testing where the training takes ...
The company under study specializes in producing garment products. The production process of the company has so much waste, a long production time, a high cycle time, and a high defect rate, leading to low productivity, low quality, and late deliveries, affecting the competitive edge of the company. In this article we have discussed how Six Sigma can be applied to improve the company production process to reduce waste, the process production lead time, the cycle time, and the process defect rate and then to improve productivity and quality and finally increase the on-time delivery rate and the competitive edge of the company. The research methodology is based on Lean Six Sigma theory, with the platform of DMAIC procedure, including five steps: define, measure, analyze, improve, and control. The tools used in the steps of DMAIC procedure include cause and effect diagram, Pareto diagram, value stream management, work design, SMED, line balancing, Kanban systems, FIFO, autonomous maintenance, visual management, design of experiments, and control charts. After applying Lean Six Sigma tools, the company has reduced the production lead time by 89.21% from 279 to 30.1 min, reduced the production cycle time by 36% from 25 to 16 s, reduced the process defect rate by 37.45% from 14.9 to 9.32%, and then improved the on-time delivery rate.
Sequence step algorithm repetitive project scheduling for project with probab...Chachrist Srisuwanrat
The Sequence Step Algorithm (SQS-AL) is a general scheduling algorithm for minimizing the duration of repetitive projects with probabilistic activity durations while achieving continuous resource utilization. SQS-AL consists of two main nested loops: the sequence step loop and the replication loop. For each sequence step, each replication loop is a simulation run that collects crew idle time for activities in that sequence step. The collected crew idle times are, then, used to determine resource arrival dates for user-specified confidence levels, i.e., probabilities of having zero idle time in corresponding activities. The process of collecting the crew idle times and determining crew arrival times for activities on a considered sequence step is repeated from the first to the last sequence step. The effect of scheduling activities on the crew idle times for following activities is revealed step by step prior to scheduling the following activities. As a result, SQS-AL can guarantee continuous resource utilization for the user-specified confidence levels.
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Model Attribute Check Company Auto PropertyCeline George
In Odoo, the multi-company feature allows you to manage multiple companies within a single Odoo database instance. Each company can have its own configurations while still sharing common resources such as products, customers, and suppliers.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Biological screening of herbal drugs: Introduction and Need for
Phyto-Pharmacological Screening, New Strategies for evaluating
Natural Products, In vitro evaluation techniques for Antioxidants, Antimicrobial and Anticancer drugs. In vivo evaluation techniques
for Anti-inflammatory, Antiulcer, Anticancer, Wound healing, Antidiabetic, Hepatoprotective, Cardio protective, Diuretics and
Antifertility, Toxicity studies as per OECD guidelines
2. Introduction to Learning Curves
T.P. Wright first documented the idea of learning curves and its effect on
efficiency in the American aircraft industry in 1936. Wright found that there was a
pattern in the way that people learned; he found that per unit production time reduced at
an unvarying rate. Researchers took Wrights’ idea and expounded upon it during World
War II, where the emphasis was primarily on cost efficiency.
Since World War II, the term learning curve has been expanded to other business
and non-business applications such management, distribution, team learning, health care,
investing, and even exercise. These more general applications of learning curves are more
accurately described by the term experience curve or practice curve. For the purposes of
this paper a learning curve describes the nonlinear relationship between labor hours per
unit and units of output, we assume a single driver units of output for our purposes
though more complex formulas exist.
How would a company use learning curves?
The most important question in regards to learning curves is how would a
company use learning curves in their business? One practical application of learning
curves is in forecasting budgets if companies can accurately estimate the rate of learning
they can also estimate product cost. Understanding cost is also paramount to pricing
decisions, should the company follow a prestige pricing or price skimming strategy.
Determining human resource needs is another application in which learning curves can be
used, as companies become more efficient they may eliminate jobs or choose to move
them to other functional areas. However as G.J. Steven points out, “It is important to
appreciate that the learning curve is not a cost-reduction technique since the rate of future
3. time reduction can be predicted by the learning curve model. Cost reduction only occurs
if management action is taken, for example, to increase the rate of time reduction by
providing additional training, provision of better tools etc” (Steven 65).
Basic Learning Curve Calculations
There are different models for learning curves that have been proposed and used
by businesses. None are generally accepted as being superior. For explanatory purposes
we will use the Incremental Unit-Time Learning Model. The following mathematical
background is borrowed in part from Horngren, Foster, and Datars’ Cost Accounting
textbook. This model is based on the equation y = aXb where y = the time to produce the
last unit of output, a = the time to produce the first unit of output, X= cumulative number
of units produced, and b= the rate of learning. The rate of learning is calculated by taking
the natural log of the percentage of learning and dividing by the natural log of 2 ( ln(% of
learning)/ ln2). Ultimately what this equation is describing is that the incremental unit
time decreases at a constant rate each time the quantity of units produced doubles. The
lower your percentage of learning is the faster individual units are produced and thus the
faster average time per unit. As a practical matter there is no hard and fast rule for
determining the percentage of learning, in Figure 1 a 90% learning curve is assumed.
4. Figure: 1
Cumulative
Individual Cumulative average
unit time total time: time per
Cumulative (y): Labor Labor unit: Labor
units hours hours hours
1 10 10 10.00
2 9 19 9.50
3 8.46 27.46 9.15
4 8.1 35.56 8.89
5 7.83 43.39 8.68
6 7.62 51.01 8.50
7 7.43 58.44 8.35
8 7.29 65.73 8.22
9 7.16 72.89 8.10
10 7.05 79.94 7.99
11 6.95 86.89 7.90
12 6.85 93.74 7.81
13 6.77 100.51 7.73
14 6.7 107.21 7.66
15 6.63 113.84 7.59
16 6.56 120.4 7.53
Once the percentage of learning is established the numbers can be easily
generated using an excel spreadsheet. The individual unit times are based on the equation
y = a Xb where a and b will be constant throughout the range of units. Notice how
quickly the effects of the learning curve takes place by the time just 16 units are produced
the average time per unit has dropped by almost 25%. If the right percentage of learning
has been applied a manager could now take this data and produce production schedules,
delivery plans, personnel staffing schedules, as well as budget forecasts. The benefits of
learning curves were underscored by professor Charles Bailey at the University of
Central Florida when he stated, “The potential applications of learning curves far outstrip
their current usage” (Anthes 44).
The learning curve is effected by several outside forces not the least of which is
human attributes. As Roark and Briscoe explain, “Just as the areas of standard costing
5. and budgeting have had to incorporate behavioral concepts to increase their effectiveness,
so must learning curve applications include behavioral considerations” (Briscoe 32). In
other words even the most accurate performance estimates does not insure that our
estimates will be accurate. Because we are dealing with human beings planned
performance and actual performance can vary for a myriad of reasons.
A discussion of learning curves would not be complete without mentioning that
all learning is not created equal. For example, a computer custom manufacturing facility,
if an engineer designs a way put an external jumper wire into a board it leads to greater
effects on the learning curve than would a single production worker learning to solder on
the external jumper wire faster. In fact the engineers breakthrough would negate the
learning of the production worker by eliminating the need for the soldering altogether.
Learning is influenced in different magnitudes at various points in the production
process. Briscoe and Roark define these points as sources of learning, which they break
into three basic categories preproduction, intratask, and exoteric learning. These sources
could easily be termed before, during, and after production. Briscoe and Roark reinforce
the manufacturing facility example when they state, “Learning that is achieved from one
type will tend to reduce the learning that can be obtained from another” (36).
Real World Application
As previously mentioned learning curves can be used for a number of
applications, perhaps the most basic of these is budgeting. According to G.J. Steven one
company that is utilizing the benefits of learning curves is Above & Beyond Ltd., a
manufacturer of high-technology guidance systems. For companies who budget for high-
technology projects, knowing the labor costs associated with that project is critical. Labor
6. time and cost tend to be very high because such projects are highly technical and are
being performed by very highly paid specialists. Using learning curves helps Above &
Beyond determine more realistic task times, which improves pricing decisions and the
overall competitiveness of the firm.
Additional Resources
Professor Charles Bailey offers freeware for performing learning curve
calculations at www.bus.ucf.edu/bailey. NASA also has software available that allows
anyone to perform learning curve calculations online at
www.jsc.nasa.gov/bu2/learn.html. More powerful software is available for purchase by
businesses from companies like Production Technology of Tampa, Florida (Anthes43).
Conclusion
In conclusion the idea behind learning curves is that people get better at
producing products as they get more experienced. Learning curves first introduced in the
1930’s by T.P. Wright and were used initially in the aircraft production industry. While
several methods exist no one learning curve model is generally accepted as the best.
Learning curves are very easy to calculate using computer spreadsheets, and the
information provided can be used in making decisions on everything from procurement to
packaging. While learning curves are useful it is not a cost-reduction technique, human
attributes must be considered and not all learning is equal to the organization. Learning
curves can be used to answer a myriad of questions for organizations, and their use will
only continue to grow as efficiency continues to become more of a requirement and less
of a goal.
7. Works Cited
Anthes, Gary H. “The Learning Curve.” Computerworld. 2001: (42-46).
Briscoe, Nat R., Stephen Roark. “The learning curve and production standards: learning
implications.” Review of Business. 1991: (31-35).
Horngren, Charles T., George Foster, Srikant M. Datar. 2001. Cost Accounting. New
Jersey: Prentice Hall.
Steven, G.J. “The learning curve: from aircraft to spacecraft?” Management Accounting
(British). 1999 : (64-73).