Bloom's taxonomy

Goal, learning objectives and the SME

For two different scenarios below, I have determined an appropriate goal and developed learning objectives to align to the goal I have chosen. I have paid particular attention to aligning learning objectives the goal I have determined. Next, I have concluded with a brief summary actions steps I would address with an SME.

Scenario 1

Context: For the past ten years, KawKan has been using a lean manufacturing approach in the assembly of their motorcycles. Over that decade, business has remained strong, but operational costs have continued to increase despite increased sales every year. Management has considered the idea it might be time to switch from the Lean process to a more robust continuous improvement model. Since the company is immersed in the practice of Lean manufacturing model, the management team is not familiar with the basic elements in the continuous improvement model. Management has asked you to prepare a presentation outlining the continuous improvement process and how implementing how it can improve the overall manufacturing output. The designated contacts for this project include the director of supply chain management and the director of continuous improvement for production.

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Here, the 'gap' that needs to be addressed involves the management team not being familiar with the basic elements in the continuous model, and how implementing it can improve overall manufacturing output. This can be addressed by designing a presentation to meet a low cognitive level - to use Bloom's taxonomy of learning objectives. Thus, my goal will will use level one (Remember) and two (understand) learning objectives in the first part of presentation, and build on these to incorporate higher level (apply, evaluate and create) objectives in the latter half of presentation. Since this is a new process for the management and other stakeholders, it seems reasonable to employ the full range of Bloom's hierarchy of learning objectives, because the line managers require more than 'knowledge' .

Goal: By the end of the presentation, the management team will be able to incorporate all the components of CIM while developing a model to help improve the overall manufacturing output.

Learning objectives/outcomes

At the end of the presentation, the management team will be able to:

• Identify the basic elements in the Continuous Improvement Model -

• Explain how the basic elements fit together in the CIM

• Compare the processes involved in the LEAN system with that of CIM.

• Ascertain what changes are necessary while incorporating CIM

• Predict how CIM can help improve efficiency within their areas/processes.

• Evaluate the basic elements in a CIM Model

• Adapt the CIM model to meet specific needs of KawKan

Potential Subject Matter Experts (SME):

It appears that the line-management in the company, including the director of supply chain management and the director of continuous improvement for production are not knowledgeable about the topic, since in the description it is stated that the management team is not familiar with the new model. So I would work with them to find SMEs who can help me the presentation:

Firstly, I will work with SMEs to

• Validate the goal to be specific, measurable, achievable and reasonable that can be achieved in the given time.

• Validate the learning objectives, and proposed observable behaviors and outcomes.

• Ask for content materials

• Conduct task-analysis together

• Outline the presentation keeping in mind the goal, objectives, evaluation methods, and learning tasks

• Create an appropriate hands-on activity for authentic assessment.

Scenario 2

Context: MedPat is a moderate-sized medical device manufacturer with offices, distribution centers, and production facilities scattered across North and South America. The company's growth has primarily been done through the acquisition of smaller and competing business in the same market. Given the degree of displaced locations, different operating procedures, and non-integrated systems, the operations have become too strenuous. One of the larger sites has been chosen as a test site to harmonize the setup and production of the company's new devices. Soon, other sites will be manufacturing this same device too. MedPat needs to remove itself from a paper-based operation because it slows down production, the records are hard to consistently manage, and it leads to communication issues with the site and field reps. The designated contacts for this initiative consist of a process improvement expert and the vice president of production.

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Goal: By the end of the training program, MedPat will be able to Implement a new model for paperless communication at MedPat, first at the test site, then across all company locations.

​Learning objectives/outcomes

At the end of the training, the employees will be able to:

• Identify the tools used for the new strategy of paperless communication.

• Select appropriate tools, resources and documents on the platforms.

• Describe the steps involved in completing processes in the new electronic format

• Examine examples, finding missing information and highlighting common errors.

• Explain how the new workflow and tools will facilitate and improve communication issues with the site and field reps

• Use the paperless model to reorganize their own work

Potential Subject Matter Experts and their roles

The designated contacts the Vice President of Production, the Process Improvement Expert and the IT Administrator serve as SMEs within their own fields. Having multiple SMEs is helpful in that they multiple points-of-view regarding the criticality of the tasks and competencies. As such, I will address the following while working with them:

Vice President of Production. This expert will provide information related to workflows, procedures and documentation of the production process, and the interconnections with other processes within the company. Similarly, this expert will be able to predict certain pain-points and identify specific use/purpose of the new approach. This information can be incorporated in the training to provide a more relevant and customized training program, in line with adult learning principles.

IT Administrator – I will work together with this expert around the tools and platforms that will be used, Moreover, this expert is vital in task-analyses phase when breaking the task in coherent and cohesive manner is necessary. Similarly, the expertise of this SME will be necessary after the training is produced to facilitate learners to access and use training tutorials and resources them. Equally, I will seek input from this expert on designing of hands-on instructional activities related to product use.

Process Improvement Expert. This contact as an important stakeholder of the project will provide insight into dynamics resulting from a change (from shock and disbelief to finally 'integration' ) and managing it within an organization. This insight can be incorporated while developing and prioritizing certain learning tasks/objectives particularly because from his/her vantage point it makes economic (and business) sense to streamline/optimize processes through leveraging new technologies.