WELCOME

August 3, 2016

Richard WolinDirector, Northern Center

MMTC.ORG

The Active Learning Model TM

A Lean/CI Approach to LearningRichard Wolin, M.B.A.Director, Training Services at Northwestern Michigan CollegeNorthern lower office of the Michigan Manufacturing Technology Center

• Michigan Lean Consortium-Board of Directors and founding member

• Developer of the Active Learning Model (ALMTM) system• Certified Human Performance Technology Consultant

(ISPI)• Certified Professional Business Advisor (NIST-MEP)• Lean Office Champion (U of M)• MBTI Qualified Facilitator

MMTC.ORG

MICHIGAN MANUFACTURING TECHNOLOGY CENTER

• Manufacturing Extension Partnership for the State of Michigan

• Supported through Michigan Economic Development Corp and NIST through US Department of Commerce

• Organization of full-time professionals, with a statewide coverage network through regional offices

OUR STATEWIDE NETWORK

MICHIGAN MANUFACTURING TECHNOLOGY CENTER The regional offices serve a total of 12,580 small to medium-sized manufacturers.

Northern Initiatives/UPDennis West – (909) 226-1671 dwest@northerninitiatives.org

Saginaw Valley State University/NortheastJeremy Bockelman – (989) 964-2164 jebockel@svsu.edu

Michigan Manufacturing Technology Center/SouthernElloit Forsyth– (888) 414-6682 eforsyth@mmtc.org

Northwestern Michigan CollegeNorthern LowerRich Wolin - (231) 995-2003 rwolin@nmc.edu

The Right Place/WestBill Small - (616) 301-6247 smallw@rightplace.org

MMTC.ORG

A TOP 10 PERFORMING MEP CENTER

Between October 2014 and September 2015 our clients have seen…

$114.2MCreated Sales

$282.7MRetained Sales

$46.4MCost Savings

1,486Client Jobs

Created/Retained

$148.7MInvestments

Made

MMTC.ORG

Agenda

• Warm up Brain-Write• Build The ALM model• Practice ALM components• Review History and Development of the ALM• Active Learning Model (ALM) Parallels with Lean• Q&A

MMTC.ORG

Purpose of This Training

Increase measureable impacts your learning programs have on

individuals, teams and your organization.

MMTC.ORG

Active Learning Model Sort

Purpose

Objective

Process

Deliver

Evaluate

Modify

MMTC.ORG

ALM Rubric and Worksheet

• Hand out Rubric • Standards for Purpose Statement• Standards for Learning Objectives• Targets for Processes• Targets for Delivery• Target for Evaluate and feedback

MMTC.ORG

Determine the purpose of a training session“Begin with the end in mind.” Stephen Covey

Purpose

Objective

Process

Deliver

Evaluate

Modify

MMTC.ORG

Define the objectives of a training session

Purpose

Objective

Process

Deliver

Evaluate

Modify

Write as an outcome

Start with a verb

Measurable

Small slices 15-60 minute

Arrange in sequence

Learners will be able to…

MMTC.ORG

Action Verbs

MMTC.ORG

Design a process to transfer knowledge, skills, and/or attitudes to the learner

Purpose

Objective

Process

Deliver

Evaluate

Modify

I hear and I forget, I see and I remember, I do and I understand. Confucius, Chinese philosopher & reformer (551 BC -479 BC)

MMTC.ORG

Process

How do you learn best?• Doing the actual work • Doing a simulation of the work including off-line practice• Failing at something thereby creating the need to learn• Doing an metaphorical activity• Observing others doing the work• Lecture

MMTC.ORG

ALM Process StepsPurpose

Objective

Process

Deliver

Evaluate

Modify

MMTC.ORG

Improving Process

• Create a need to learn• Incorporate many senses• Let the Activity teach• Have faith in the process• Link new information to known information. • Provide step-by-step instruction.• Use feedback.

MMTC.ORG

Deliver impactful training

Purpose

Objective

Process

Deliver

Evaluate

Modify

MMTC.ORG

EvaluatePurpose

Objective

Process

Deliver

Evaluate

Modify

MMTC.ORG

different levels to evaluate training

Level 1 Reaction:How did the participants feel

about the training?

Level 2 Learning:Can the participants verify their

learning in the training?

Level 4 Results:Did the change result in

improvement?

Level 3 Behavior:Does the learning transfer to the

workplace?

Kirkpatrick’s 4 Levels

Adapted from: Donald Kirkpatrick, Four Levels of Learning Evaluation1975 "Evaluating Training Programs."

MMTC.ORG

Accepting FeedbackGround Rules:• Listen carefully• Explanations and justifications are not appropriate.• Defensiveness is not necessary, just listen and search for the truth.• Understand the feedback• Restate and/or summarize in your own words • Check for understanding. Let the speaker know you are listening.• Record feedback on a flip chart • Use the exact words of the person as much as possible • Acknowledge valid points even if you disagree• Find the value in the feedback even when given to you ineffectively.• Consider the Feedback• No response to the giver is necessary right away except, “Thank you.” • Receive all feedback first• if appropriate you can pick to which comments you wish to respond

MMTC.ORG

Modify based on Feedback

Purpose

Objective

Process

Deliver

Evaluate

Modify

MMTC.ORG

ALM The Lean Way to Train

• Tables brainstorm lean concepts evident in the ALM

• Prizes for longest list

MMTC.ORG

P-D-C-A

Plus Delta

MMTC.ORG

AppendixWorking models / samples

Use actual equipment used on the job.

Bring enough props/samples for hands-on experience.

Use large props that everyone can see.

Flip charts

Use large type or letters. Write clearly.

Change colors to add interest.

Talk to the participants, not the flip chart.

Videos Set up and practice ahead of timeHave debriefed questions prepared Group presentations with designated observers.Self-evaluation using video or audio tape.

Power Point

Keep it simple. Use bullets not paragraphs.Use pictures when possible and color for emphasis.Plan for technology failures, have handouts.Practice with equipment before training.

MMTC.ORG

Effective Room Layouts

• text

U-shaped set-up:• Encourages dialog among participants.• Focus is on learners not on trainer• Everyone can clearly see demonstrations.• Trainer can move among participants.

Easel Easel

Breakout Tables

MMTC.ORG

Effective Room Layouts

• text

For large groups: Board (screen)

Small group style:• Allows for small group

interaction and active learning even in a large group

• Can still use Initiate, Practice, Debrief cycle.

• Can alternate between entire group action and small group activity.

• Each group can use an easel and flipchart.

• For reporting out, charts can be taped on walls.

• Creates informal atmosphere.

• Trainer can easily move among participants for individual coaching and questions.

MMTC.ORG

SERVICES AVAILABLE• Leadership and Team Skills• Lean Business Practices – Manufacturing, Service Sector,

and Healthcare• Advanced Manufacturing• Information Technology• Hoshin planning & strategy deployment

Thank you for participating in our training!

MMTC.ORG

Ground Rules

• Engage Fully• Keep an Open Mind• Ask Questions• Everyone is Responsible for staying on Task• Be Respectful• Be Honest• Silence Devices and take calls, emails, and texts in hall

MMTC.ORG

History of ALM• Purpose: ISPI, Human Performance Technology• Objectives: Instructional Design PEAKS, WIDS

(http://www.wids.org/)• Process: Sports coaching, Experiential Team building

initiatives, root cause analysis from Facilitator Skills, client feedback (Years of field testing and feedback Plus/Delta. Feedback we never got “too much activity”.

• Deliver: ASTD, Instructional Design PEAKS, WIDS • Evaluate: Kirkpatrick’s Four Levels of Evaluation, PDCA• Modify: PDCA, CI / Lean

MMTC.ORG

Client Review• In 2013 Cherry Republic trained twelve managers in the Active

Learning Model and then worked with Richard Wolin and Betsy Williams to apply this model to Cherry Republic’s customer service training which resulted in Service From the Heart.

• Jason Homa, Vice President of Sales and Service said; “A challenge in operating multiple stores throughout the state is creating systems that deliver staff alignment on core principles and values of the business. By training our staff in how to train and developing a structured customer service program, we have found that we are more efficient in delivering quality service while reducing management time ensuring consistency. Our experience with NMC team has been invaluable to our business.”

• July 8, 2016

MMTC.ORG

Client Review• Hagerty has worked with the NMC training team since 2004.

Our internal training team adopted the T3-Active Learning Model at that time and has utilized it ever since as our corporate training approach. Our corporate university, Hagerty U, has a curriculum of over 60 training courses available to employees, and all courses are developed using the T3-Active Learning Model. In addition, we have over 50 internal SMEs who facilitate Hagerty U courses. These SMEs are all trained on the T3- Active Learning Model by Rich Wolin and his staff.

Susan Vigland, Senior Manager of Training and Development, Hagerty 4/22/16

MMTC.ORG

Client Review• RJG: “Since implementing the Active Learning Model we have seen our participants

engagement, participation and test scores grow tremendously.”

• Shane VandeKerkhof, RJG Senior Consultant/Trainer

• From: Thom Smith Sent: Thursday, July 14, 2016 9:05 PMTo: Stephanie PrimeauSubject: RE: How has the use of the Active Learning Model impacted your training?

•• I find that using the Active Learning Model in training creates a better training experience

because the students discover answers for themselves by doing rather than being told.• · exercises and activities introduce concepts• · concepts are applied to specific topics• · learning is reinforced through repetition

• Thom Smith• Consultant / Trainer - Northeast Region• RJG, Inc.

MMTC.ORG

Participant Reactions

• “I’ve incorporated these skills right into my two new trainings.“

• “Reviewing and updating current presentations to make them more engaging to learners. “

• “More effectively revising lesson plans and learning to be flexible to modify quickly, even during a lesson.“

• “Making activities shorter and to the point. “