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Just-in-time All the time

Just-in-time All the time. Sheldon Ellis Vice President: The Bulab Learning Center What do you need to learn today?. Global Benchmarking Council Palm Beach, FL March 7, 2002. Why am I here?. To talk about lessons learned Setting up a corporate university Learning management systems

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Just-in-time All the time

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  1. Just-in-time All the time Sheldon Ellis Vice President: The Bulab Learning Center What do you need to learn today? Global Benchmarking Council Palm Beach, FL March 7, 2002

  2. Why am I here? • To talk about lessons learned • Setting up a corporate university • Learning management systems • Vendors • To talk about culture change

  3. Agenda • A little about Buckman • e-Learning lessons learned • Culture change and continuous learning • Your questions

  4. Buckman Laboratories • Founded Buckman Laboratories in 1945 by a man with an idea • Invented microbiological control for thepaper industry • Today it is hard to walk in a pair of shoes, swim in a pool, or print out a document anywhere in the world that Buckman hasn’t touched

  5. Buckman Laboratories • 1300+ associates • Located in 90 different countries • 72 percent have college oruniversity degrees • Speak 15+ different languages • >50% work out of their home or a customer location

  6. Buckman Laboratories • 1986: Email • 1989-89: Laptops for >80% of the population • 1992: On-line knowledge sharing (CompuServe) • 1994: Technology enabled learning & internet for everyone • 1997: Virtual Learning Center • 2001: Knowledge products

  7. Lessons Learned:If you build it they may not come • What are the ties to the business? • What’s in it for me? • Focus, focus, focus • Focus groups • Focus efforts • Focus on a few technologies

  8. Welcome ! • Tour • Select Language • Search • Personal Setup • Business • Finance\Accounting • Marketing • Planning • Forecasting • Budgeting • Management • Econom ics • Industry • Papermaking • Leather • Water treatment • Coatings • Ag \ Wood • Miscellaneous • Academics • Bachelors programs • Masters Programs • Ph. D. Programs • Non-credit courses • Admissions testing • Buckman • The Buckman Way • Departmental information • Safety • Code of Ethics • Development • Management • Personal • Family • Help • Discussion • What’s New ? • FAQ’s Portuguese Spanish German French The Bulab Learning Center is YOUR gateway to a world of training and educational opportunities. At anytime, from anywhere, you have access to everything from short training courses to advanced academic degrees. All courses offered in the Learning Center are pre-approved by management and offered at no cost to you, provided you earn a passing grade. These courses are designed to meet your personal and professional needs, both as an individual and as an associate of the company. Explore the Learning Center and tell us: WHAT DO YOU WANT TO LEARN TODAY? Please select from our Curriculum:

  9. Blending in Technology Online prerequisites Training class Example: Tissue Making

  10. A Case in Point Industry sales & technology boot camp • Replaced week 1 with technology • Added week to focus on application Results: • Replaced 6 low impact days with 5 high impact days. 1 day ~ $1,000/person • Reduced attrition during class. Cost to replace $250,000/person • Retention grew • Time to productivity decreased

  11. Defining Success

  12. Training Catalog (LMS)

  13. Lessons Learned:LMS: Are you sure …………. • It is harder than you think • Globalization • Local Administration • Languages • Requires consensus on business rules • Requires support from outside of your control • Skills, do you really want to?

  14. Lessons Learned:LMS: Are you sure …………. • Why should your users care? • Easier to use • More stuff • Save time • Trim out the fat • If you’re not using it, cut it • Think before you customize

  15. Lessons Learned:Vendors, be picky and stay engaged • Make sure you understand your needs • Why are you doing this? • A stand alone program? • Integrated? • Avoid the library • Pay more per class, it’s worth it • Make sure it integrates before you buy • Make really sure it integrates before you buy

  16. Not Your Father’s Training Department • Initiative-Driven • Change-Management Focused • Leadership Development-Driven • Competency-based, Career Development Focus • Customer/Supplier Relationship Management Orientation

  17. A Case in Point Buckman After Action Review • Benchmarking • Corporate Change Management • Continuous Improvement

  18. 2001 Annual ReportThe Yearly Headache • Chairman of the Board requested a facilitator • Two minutes before meeting started • Chairman had asked for a facilitator because she had heard the BAAR was good • Facilitator choose to suggest the BAAR • Gave solid structure • Is geared towards problem solving, not finger pointing

  19. Culture is • Deep • Pervasive • Complex • Incredibly stable • Even when the assumptions are unhealthy or even mortally wrong • The ultimate show stopper

  20. The Culture of Buckman Laboratories • Global • Innovative • Results oriented • Provincial • Tends to be inwardly focused • Skeptical about external sources • Fiercely “patriotic” (bleed green) • Biased towards fire fighting

  21. The Problem • We had a process planning • Visual • Simple • Tightly focused • Well accepted and widely used for other types of planning as well • After plan was executed, the process ended • No evaluation of results • No continuation of planning cycle

  22. The Challenge • Can you draw it in the dust on the hood of my pickup truck? • Will it take a short amount of time to do? • Will it make sense to sales people eternally pressed for time? • Will the benefits be obvious? • Does it mesh with other processes being used?

  23. The Solution • The Army After Action Review • Simple process for reviewing the outcome of a planned or unplanned action • AAR manual from US Army website • Focus on lessons learned • Common Knowledge by Nancy Dixon

  24. Working With Partners • British Petroleum • Identified through Dixon’s book • Sprint • Identified through presentation

  25. Adapted to Buckman Culture • “Buckmanized” the AAR • Now the BAAR (Buckman After Action Review) • Developed a visual form • Gave it a logo • Translated into Buckman’s primary languages

  26. Adapted to Buckman Culture • Attempted to tie to a current program, Sales Toolz • Initially rejected by key decision maker • Then tied to new teaming and facilitation program • Now also being tied to Sales Toolz

  27. Adapted to Buckman Culture • Kept it short • Kept it simple • Developed for both individual and team use • Allowed free interpretation and use • Focused on the concept (reflective learning), not the details

  28. Developed Marketing Approach • Developed marketing strategy • Produced a logo in Buckman colors • Put together a “new product” launch package • Small, laminated cards with form and instructions • Coaching PowerPoint presentations • Put form into a Word document • Made CD of electronic portions • Produced glossy coaching guide • Selected initial target audience

  29. Serendipity is Your Friend • Produced laminated cards early • Top marketing person asked for 250 to distribute on a trip to all overseas Buckman companies • Carefully positioned some so that people could “steal” them from key leaders • CEO began pulling his card out as an example of “the type of simple process we need to make big differences” • Ran out of initial 500 run before product launch!

  30. Serendipity is Your Friend • People began using it for their own purposes • To debrief at the end of daily classes for new associate orientation and sales training • To review completion of team phases • To communicate results of annual associate survey in our Mexican company • To close meetings

  31. 2001 Annual ReportThe Yearly Headache • Group wanted to use the BAAR • Threw out their agenda • Facilitator quickly explained the process • Group moved right into the BAAR • Started slowly • BAAR gave a safe way to share • BAAR helped to focus on what could be improved • For this group, the question about what to do next was the critical enabler

  32. 2001 Annual ReportThe Yearly Headache • Group left feeling good about what they had accomplished • And with ideas on how to do better next year • Group members requested copies of the form • Plan to use within their own departments • This is another example of how this process is self-seeding

  33. Measures of Success • Inclusion on corporate bids • Customer engagements • Consulting & workshops • Often another reason to do business with Buckman • Sales ($) coming into company

  34. Sheldon Ellis Vice President: The Bulab Learning Center msellis@buckman.com www.buckman.com www.knowledge-nurture.com Melissie Rumizen Knowledge Strategist mcrumizen@buckman.com For more information

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