The Seattle Lighthouse for the Blind
The Seattle Lighthouse for the Blind (SLB) employs about 280 people, more than 150 of whom are blind, deaf-blind or blind with other disabilities in a variety of specialized occupations.
Among these employees is a group of approximately 60 who produce high-tolerance parts for The Boeing Company. The SLB/Boeing relationship has endured since WWII. After September 11, 2001 SLB saw a decrease in business orders and found it necessary to reduce its workforce, including the on-site trainer for the employees in the machine shop it had previously employed.
The relationship between SLB and Tooling U began as a result of an advertisement placed in a trade magazine. SLB's idea was to combine the online training offered by Tooling U with the peer training that was in use at its facility. While employees had the ability to manufacture according to requirements, SLB perceived that many might not know the specifics behind the production. The combination of peer training and coursework would provide the technical background to fill in the gaps left from peer training alone. By combining the two, there would be someone to whom questions could be asked and who would reinforce what was learned in the courses. Some of the courses students are currently taking include: Blueprint Reading, Basic Math, and Material Identification.
From the start there were hurdles that had to be overcome in order to make the training viable to SLB’s students. Some of these included:
- Using software that translates text into voice (though Tooling U provides this feature for class lessons).
- Using software that translates text into Braille printing.
- Using software that enlarges text on the screen.
- Recognizing that for many of the students English was a second language, with American Sign Language as their primary language.
Because of the need to address these obstacles, the training constituted a large investment, but it was still less expensive than a full-time trainer. Despite the added cost for special needs, Tooling U was still a "lot of education for very little money when you think about it," according to Mike Scheschy of SLB.
Physical implementation included a lab with four computers equipped with their accompanying adaptive technology. SLB set a specified class time, 1-1.5 hours, twice a week, for a 12-month period. The students' ability to both work and learn at their own pace was instrumental for such a diverse population. Some students worked at home in order to complete the coursework and overcome the hurdles they faced.
SLB selected the training to offer by reviewing the available courses, then choosing five courses that were or would be relevant and helpful to the employees. All other courses were "locked" and an employee must achieve a 90% score in order to advance. Employees who successfully complete all five courses are then free to take other courses. Those who are not successful are given the opportunity to discuss the results, review the material, and eventually retake the exams. To date, nine employees have completed the training.
One benefit that has come out of the Tooling U coursework is the improved technical conversation among those who have completed courses. More "shop talk" that uses the technical vocabulary learned in the training is taking place.
On the administrative side, some of the positive feedback includes:
- Ability to easily monitor students' progress.
- Using the assessment feature which sets a goal and allows the student to advance only after meeting the goal.
- Courses are "short, capture your attention, tell you what you need to know and then move on," according to Mike Scheschy