- If you could rapidly transfer your know-how and achieve > 75% comprehension at first pass from your adult learners, would you?
- If the know-how transfer method required all learning experiences to be enjoyable, memorable, interactive and fun, would you the embrace the method?
- If the learning approach was founded on peer to peer know-how transfer, a mix of visual, auditory and kinaesthetic techniques, assessment and measurement, would you standardize that approach?
Perhaps the following case study will appeal?
A prospective underground mine in Western Canada
- A pilot study to incorporate Artificial Intelligence (AI) and workforce of the future requirements into Operations design possibilities/ feasibilities, appeared to have lost momentum.
- Other opportunities to re-define, clarify and detail additional pilot study work had been created but not actioned.
- The acknowledged key requirements for a refreshed initiative were:
- Key teams and players working together for information sharing and plan definition
- A rapid knowledge transfer and uptake of innovative design ideas
- A prioritised action list for sign off commitment from the managerial leadership team
The system of Theatre for Industry (TFI) and Just-in-Time Doing and Discovery technique (JITDD).
- Gaps in the client level of knowledge required three months of research and content development delivered into a bespoke, Theatre for Industry, intensive 2-day learning programme.
- The programme was an outcome of full consultant/ client collaboration.
- Rapid know-how transfer and high levels of content retention were achieved with the technique of doing and discovery as opposed to the traditional lecture/ tell process.
- The entire programme was delivered by upskilled client resources with MDC facilitation support.
- In-built features of each learning session were assessment, measurement and actions evaluated and plotted into a matrix for analysis.
- The consultant report to address required new standards, recommendations, benchmarking opportunities and the pathways to the next levels of innovation.
- A know-how transfer of the TFI system and JITLDD technique to internal resources.
- The creation of opportunity to cascade the learning program to whole of organization.
- The set-up of a smaller lead groups to accelerate the learning process.
- Close out of the current ‘Definition/ Pilot’ phase.
- All current and new learnings analysed and incorporated into future programmes. More than 20 High Priority actions were redefined into a Top 5 Priority list.
- The consultant report and recommendations adopted.