Learn from your own "mistakes"Production organisations aim to get it right the first time, but only rarely use appropriate software in order to learn from their previous experiences.
Over 90% of the knowledge of the average employee is accumulated in the workplace and 60 to 90% of the unnecessary expenses a company makes can be directly attributed to human error. Therefore it can be duly concluded that companies learn the most when they don't get it right the first time.
A company loses 3 to 15% of their profits due to unnecessary expensesBecause most of the unnecessary expenses can be attributed to human error, calculating the training efficiency becomes rather straightforward. iSee iKnow uses the term "break even training duration". It can be calculated by dividing the total of unnecessary expenses by the working hours of employees eligible to cause (or prevent) these expenses. Everyday issues have a break even training duration of about 7 minutes or in some cases just 50 seconds. iSee iKnow enables you to realise an exceptionally low break even training duration. Thereby making it possible for a great deal of non-conformities to be economically efficient when they are implemented in company specific education.
iSee iKnow delegates knowledge management to the workplaceThe management of readily available knowledge is part of the "conformance processes" when looking at it from a process oriented perspective. These are the processes that ensure primary processes go according to established standards (just like quality assurance systems). For those management, QA- or lean-specialists that are familiar with the pareto principles of unncessary expenses, FMEA-prioritising, and CI (continued improvement) iSee iKnow is the tool to store knowledge.
Advanced beginner mistakesBeginner mistakes can in part be avoided with basic skills. But especially quality managers know that experienced employees also regularly make beginner mistakes. Because human error increases when a less frequent situation occurs. This is due to the fact that causers are unable to develop routine. Employees often benefit a lot from training that deals with less frequent company specific events. iSee iKnow covers basic skills for novices as well as knowledge maintenance for experienced employees.
Combining signals and action
iSee iKnow uses the term "SAC's". SAC is short for "Signal-Action Combination". Authorised employees can 'signal' by uploading photos and thereby spark 'action'. Experts assume the role of a moderator and provide the 'combinations' (validation and assessment of ideas). Whereafter the target audience can be trained accordingly. This way company specific knowledge is efficiently caught and distributed.
Formal evaluation and theory
iSee iKnow is seamlessly combined with more formal educational methods. Expertise outside of ones company can easily be utilised in validation and formalisation of experiences. But these sources can also link theoretical foundations to case studies. This functionality makes for a solid combination.
iSee iKnow lays a "cover" of knowledge management over the entire company with the idea that "many hands make light work"
The case studies from the informal proces are available for formal verification and certification with expiration data
iSee iKnow has all the characteristics of a examination system that is instead being used for informal education. Because of the similarities this system is especially suited to test knowledge periodically. A planning system guards the expiration data. Using this integration, iSee iKnow can monitor whether or not employees are fulfilling the best effort obligation and the performance obligation.
"iSee iKnow perfectly lives up to our expectations. When it was being implemented we were aided satisfactorily by a consultant from iSee iKnow. iSee iKnow has become a real part of our business." Hans Beekhuizen, Manager of Education and Development of Insurance at Yarden.
Training efficiency = relevant knowledge / training duration
A lot of knowledge is company specific, yet many of the principles remain rather generic. Our concept automatically focusses on the relevant knowledge. When a teaching that is considered important never causes any problems, one should wonder if this really needs to be taught at all. Because apparently other factors within the company solved this issue (for example automation, poka yoke, QA or supervision). Feedback from employees and individual learning rates give insight in the level of difficulty, as well as if the case studies need theoretical substantiation. Our aim is to stimulate knowledge sharing among people working in the same line of work when they are not competing with each other. Training companies are also enabled to add their knowledge. For both keeping existing relevant knowledge and adding new knowledge applies that "many hands make light work".
A company would function perfectly when the viewpoints of all employees are considered equal. Then communication will become highly standardised and efficient. Employees that operate the same instrument for years are often able to understand each other using just a simple gesture. This is what we would call efficient cooperation within the team. On the other hand there is the group of new employees that has been taught the absolute minimum of the necessary skills through a formal educational program. The substantial gap between these two extremes is what iSee iKnow specialises in. Insufficient knowledge causes unnecessary expenses or employees are flooded with irrelevant knowledge. From the managers' point of view the distance to the HR(D) is too large and too detailed. In addition the workplace itself focusses excessively on the short term. iSee iKnow lightens the load for your knowledge management staff in this crucial area.
Knowledge acquisition takes time, but the duration varies depending on the person and the subject. There is however a clear connection between time investment and the amount of knowledge that is acquired. Time can be saved through 1) using an electronic learning environment (because this reduces organisational costs as well as didactic man hours). 2) Using relevant examples from within your company accompanied by photos (because this saves time on conveying the context of the issue at hand. Furthermore, a photo can provide a visual reference that is beneficial to implicit repetition of the covered material). And 3) as opposed to social learning, we save time in peer to peer communication. All communication goes through moderators that immediately refine passing knowledge rules in order to benefit the training system.