Leading Edge Training for Leading Edges: Experiential Learning to Improve Human Performance and Product Quality

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Author(s): George O. Hanshaw (Purdue University, USA)and Victoria Lynn Lowell (Purdue University, USA)
Copyright: 2020
Pages: 17
Source title: Cases on Learning Design and Human Performance Technology
Source Author(s)/Editor(s): Jill Stefaniak (University of Georgia, USA)
DOI: 10.4018/978-1-7998-0054-5.ch014

Keywords: Business Science Reference / Human Aspects of Business / Human Aspects of Technology / Social Sciences & Humanities

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Abstract

Ruben, the learning and development manager for Aerosector, was tasked to help the composite manufacturing team increase their production rate and lower the defect rate for the manufacturing of composite leading edge parts for a newly designed aircraft. Initially, it took approximately 28 days to build one of the parts, and the defect rate for the parts was over 30 percent. Ruben put together a cross-functional team to devise a solution that would decrease the production rate of the parts to 15 days or less and reduce the defect rate to less than 0.5 percent for non-repairable defects and less than 2 percent for repairable defects. After performing a gap analysis, the team came up with the solution to build a training class utilizing experiential learning to quickly increase performance in the shop and meet the build requirements.

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Leading Edge Training for Leading Edges: Experiential Learning to Improve Human Performance and Product Quality

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