In 1874, Robert Schindler opened a small mechanics shop in Lucerne, Switzerland, laying the first foundations of the parent company. Today, Schindler is a corporation based in 120 countries. It has two business activities: elevators and escalators, where Schindler is the world leader.
The group recently undertook a major harmonization of its business processes involving all its European subsidiaries, based on a common computer system running SAP. iProgress designed a colossal blended learning program involving 12,000 employees covering practically all business processes of the corporation.

"With e-learning, we have managed to cut the implementation time in half." Frédéric Bertrand Project Leader R03 Schindler France

Industry : Mechanical engineering industry Context : Harmonization of business processes involving 14 European subsidiaries, based on a common computer system running SAP Solution : Self-paced learning at learning centres Products and services used : Engineering service, analysis of training requirements PROGRESSION® Studio design workshop PROGRESSION® diagnosis Integration with the SAP LMS "Learning Solution" iProgress localization tools and services Optimization algorithm for the detailed training plan Tutor training Deployment organization Benefits : Save time and halve training time Train 34 different business profiles using a consistent approach Assist with change management and acceptance of the application as quickly as possible, before and after the Go Live Ensure that the training is a lasting success.

What is involved in the Schindler Europe e-learning project?

Frédéric Bertrand - The project involves our 14 European subsidiaries. Today, e-learning should represent 50% of corporate training, since we have also kept the more traditional type of in-class training.

The main areas that require online training within the group are vast, and include business process methods, desktop applications, and product training… All of our workforce is involved in this new type of training.

What is involved in setting up an e-learning system?

F. B. - We called on iProgress to put together this training program for both the needs analysis and the design and development aspects of the modules. Next, in each European country where the corporation is present, different in-house people, with the assistance of iProgress consultants, are appointed to pilot the implementation and make the content available to the employees.

However, we handle the LMS - Learning Management System - in-house. The LMS is based on a SAP solution.

What are the difficulties caused by the size of a corporation like yours when setting up an e-learning project?

F. B. - We have 14 subsidiaries and 11 languages, which is what makes the project so difficult. We have to coordinate what things are done in each country and integrate the local laws, the language, and the culture, on a case-by-case basis… This means making a lot of trips to validate the on-line training and tailor it to each country, and at the same time work on harmonizing the training so that it corresponds to the corporate needs and stays basically the same from one country to another.

According to you, what are the advantages of e-learning for your corporation?

F. B. - In France, as the pilot subsidiary, we have finished implementing the online training modules on maintenance management. The initial report is quite positive: we have managed to cut the implementation time in half. The other advantage of e-learning is that we are able to train people at their own pace. Our staff is highly diverse, as in many companies. There are young employees who are already computer literate and, not surprisingly, they adjusted quite easily to online training. There are also older employees, some of whom were not at all familiar with computer-based tools. That was one of our concerns at the start of the project, but in the end everything went very well.

And what about the end-users? What are the benefits of e-learning for them?

F. B. - Many people were pleased with the independence provided by this new training method. It makes them accountable and responsible, unlike traditional types of in-class training, which is a passive form of learning. The other major advantage for the learners is that the training is available at all times: "I can learn when I want to." The employees can go back to their computers whenever they want, to review a point, or go forward in the training process at any time.

In your opinion, what were the deterrents to the e-learning project in your corporation?

F. B. - Honestly, there were no particular deterrents. However, we did fear a resistance to change… But in fact the online training was very well accepted. As an example, during our first session, which involved 40 to 50 employees, not one person took the booklet that iProgress had made available. I attribute that to the fact that the learners know that they can log on any time to review a point in their training.

Online training may not apply to certain types of business-related instruction. Was this the case in your corporation?

F. B. - Yes. We were not able to use online training for issues involving product practices. Basically, this is true for all the technical tasks that are learned on the job.

People often say that e-learning leads to "sterile" relations between learners and instructors. What is your opinion?

F. B. - That wasn't true in our case at all. The reason is simple: each course is tutored by in-house professionals. These people are business methods specialists who can answer any type of question, and the employees being trained already know them quite well. For us, it was out of the question to bring in outside tutors.

What advice would you give to someone in charge of implementing an e-learning solution?

F. B. - I would say that the most important thing, before thinking about the tools, is to identify two essential elements: who is being trained? And what are the objectives? Next, you have to come up with a project schedule that is as realistic as possible. And finally, I would emphasize the importance of the logistical aspects (rooms, scheduling, etc), which are critical for a large corporation and must be taken care of before starting the training sessions.

Initial report with Frédéric Bertrand, project leader RO3
Reprinted from a special e-learning report - La Lettre de l'Atelier - September 2004