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Evaluation of the effectiveness of the program

Collect evidence from assessment process for summative assessment

As the team leaders completed their workplace projects s of their written work and notes on reading texts and oral communications were recorded by the enterprise teacher. The tasks were completed by all but the NESB worker at the level set out during the training. These were recorded on assessment cover sheets.

Prepare reports

The NRS is used to report WELL outcomes at the end of the training. The report shows the assessment of the team as a whole group.  The group as a whole achieved the competencies of each of the tasks with the exception of the NESB team leader.

Click thumbnails to view coversheets

Coversheet 1 (162083 bytes) Coversheet1 part 2  (142114 bytes) coversheet 2 (155881 bytes)
Coversheet 3 (146891 bytes) Coversheet 4 (149359 bytes) Coversheet 5 (159250 bytes)

Click thumbnail to view NRS Repertoire of Competence

NRS Repetoir of Competence (163558 bytes)

Evaluate program for continuous improvement 

An evaluation by way of interviews and analysis of documentation kept over the course of the project was conducted in late 1999.

The goals of the programme were confirmed as being to

  • Improve communication

  • Strive for continuous change

  • Introduce better methods

  • Improve quality and productivity

Management, while pleased with the outcomes of the project and the introduction of teams into the management structure are still waiting on the increased productivity to be demonstrated by increased profits. They see the benefits of the teams as:

  • Better communication

  • Thinking skills

  • Improved appearance of the factory

  • Improved participation

  • A perception by the industry that the company had improved its output and quality

The changes that occurred in the workplace were acknowledged to be:

  • A more organised workplace

  • Less returns of unsatisfactory items due to improvement in quality

  • The development of a middle management structure

Communication was generally improved. The ongoing monthly newsletter communicated to the factory floor information from management, team achievements, maintenance, safety and social news. The actions lists for problems and maintenance developed by the team leaders which led in turn to the maintenance board, the code of conduct and hygiene policy were also seen as being most successful.

Another WELL application will be put in to gain front line management qualifications for the team leaders.

 

Using the NRS in a Workplace
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