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Review the Case Evolution of Training at Mr. Lube

“In 1979, Clifford Giese had become so frustrated with the amount of time it took to get his fleet of vehicles serviced that he created a drive-through oil change system. His first store opened that year, and by 1984, there were 45 stores. Shortly thereafter, Mr. Giese sold the rights to the Mr. Lube trademark to Imperial Oil Limited (Esso), and by 2003, the number of corporate stores and franchised outlets had grown to 87. However, this growth created new challenges for maintaining the consistent high quality and customer-focused service across the widely distributed network.
The success of the Mr. Lube operation depended on a high level of competence from a relatively young and geographically dispersed workforce. The technical aspects of the industry were becoming increasingly sophisticated, making training a key component in Mr. Lubes strategic thinking. In 2002, Senior Vice-President Bill Tickner did not feel that the paper-based training system that had developed over the history of the company could meet the demands of the current workforce and company configuration. The training manuals contained all the correct information about how to service a vehicle properly, but he didnt feel that employees were actually reading the voluminous training manuals and technical bulletins distributed to each of the stores and franchises. Additionally, there was no reliable and easy way to ensure that the employee actually understood and retained the information. How could he ensure that every employee across the country had the competencies needed to meet Mr. Lubes standards, while keeping the cost within reasonable limits?
Case Evolution of Training at Mr. Lube(Conclusion)
Senior VP Bill Tickner had decided that his paper-based training system was not an effective tool for ensuring that the geographically dispersed workforce had the competencies required by Mr. Lube. After investigating many alternatives, Mr. Tickner found his solution in partnering with the e-learning company, Acerra Learning, Inc., and Q9, a provider of outsourced Internet infrastructure and managed hosting services. Mr. Lube began conducting its training over the Internet, using a learning management system (LMS) developed by Acerra. Mr. Tickner felt sure that the system was working because employees were completing oil changes and safety checks more quickly now that they were being coached with an LMS. For Mr. Lube, e-learning presented a compelling business proposition. It provides training on a just-in-time basis to employees anywhere in the world. It allows on-the-job training and self-paced learning. For Mr. Lube, an important component was that the LMS can monitor the progress of each employee and administer and score online tests to ensure that each employee has the required competencies. Mr. Lube blends electronic training with worksite mentors assigned to the trainees. The LMS data are complemented by online progress reports from these worksite mentors.
Mr. Lube planed to eventually integrate its LMS with other corporate information systems such as payroll and human resources. Mr. Tickner saw an advantage to having all employee information stored in one place. This would allow the mining of these data to improve systems and make better decisions. As with many other companies, Mr. Lube found that advancing their technical capabilities in training has pointed the way to technical advances in other aspects of HR.”(Blanchard & Thacker, 2013)
Blanchard, P. N., & Thacker, J. W. (2013). Effective training Systems, Strategies, and Practices (Fifth ed.). Upper Saddle, NJ: Pearson Education. Retrieved July 17, 2017, from https://phoenix.vitalsource.com/#/books/9781323104767

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