INTRODUCTION
At a new production facility of a major computer hardware manufacturer, performance appeared relatively stable during the first month of operation. Yet, when veteran operators (who had been “on-loan” to the new facility) departed, yields dropped and outages skyrocketed. Senior management couldn’t comprehend why this could occur. Traditional knowledge-transfer methods, such as veterans’ painstakingly recording procedures and one-on-one job-shadowing, failed to sufficiently engage operators in their future roles and failed to draw out the range of things that could go wrong when all parts of the factory were up and running.
In order to ...
