Original Date: 07/23/1996
Revision Date: 01/18/2007

As Nascote customer expectations increased, there was a corresponding need for more sophisticated processes and equipment, higher yields, reduced defects, QS-9000 certification, teaming, performance indicators, and continuous improvement. To meet this challenge, Nascote offered Distance Learning to its employees which provided them access to training and education without traveling to off-site locations such as community colleges, high schools, and health care institutions. Consequently, education that would not otherwise be provided because of the high cost of off-site training became available.

Employees previously received only the training required to perform specific, physical operational tasks. Training was one dimensional and did not address the intellectual needs of the employees. Most training took place on the job or at the plant’s facilities using internal resources available to Nascote. This was non-value-added training since it was only for training’s sake. With a changing global market and future workforce requirements, Nascote realized employees had to do different types of work and must be prepared and properly trained.

To effectively perform these new tasks, Nascote identified new areas of skill sets, training, and education requirements. The company teamed with 30 colleges to provide Distance Learning for the employee at a reduced cost. College instructors remain at the college and through video and audio hook-ups appear on a monitor at Nascote’s Skill Center where employees take classes. Two-way audio capability is in place for instructor/student communication during lectures. This program helped offset the company’s reduced in-house resources and limited funds for off-site training. In addition, efforts were made to set and approve college credit hours for all training received by employees. Nascote worked with training and education institutions to develop curriculums approved by the state. Besides providing valuable skills, employee training strengthened the overall workforce and helped internal and external future job placement. Distance Learning reduced time and travel costs, provided an average of 40 hours of annual training to each employee, and made new opportunities accessible to employees.

As a result of Distance Learning, internal staffing is now more effectively used for planning, coordination, and counseling employees. Training and educational resources are virtually unlimited. Nascote has plans for expanding accessibility to world-wide training and educational resources through video teleconferencing capability and construction of a new Distance Learning Center.

For more information see the Point of Contact for this survey.