Gary L. Mussell
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My Success Stories
Over the years I have applied many of the methodologies discussed above. Some examples:
1. U.S. NAVY (NAVAIR)
Position: Training Coordinator for Pt Mugu and China Lake, NAVAIR Weapons Division (contractor).
Our "Lean Six Sigma” team was charged with reducing a high error rate and long delivery times for the Weapon’s Division data processing staff. I designed all the instructional material and delivered training to all affected support staff at both navy bases using a combination of on-site classroom and video conferencing methods. I also created a PowerPoint-based interactive student workbook for reference and trianing of new-hires that was placed in the Navy Intranet. I also performed a sophisticated data analysis using database metrics and a variety of Excel charts and Pivot Tables to create a monthly “report card” for all WD competency managers of results vs. goals. This way the managers could track the progress of their staff members.
Results: The Error Rate was reduced from 20% to 5.5% in 3 months, and the order process time was reduced from an average of 40 days to 5 days. This translated to an accumulated savings of $5,287,000/year for the departments. I got a nice commendation award from the Admiral for my efforts.
Position: Manager of Training, IT Department
Originally hired as a contractor at Xircom to develop training for the Customer Service Department of 60 people transitioning from a home-grown DOS/Unix database into a multi-million dollar Clarify Software system, I was hired full time and promoted to Training Manager for IT and tasked with training all employees at seven international sites on all company software systems.
I produced the corporation’s first coordinated, international training infrastructure linking the Pacific Rim to Europe and the Americas. It was an efficient blended learning delivery system that networked international employees via teleconferencing, audio Star, Microsoft NetMeeting, PowerPoint and WBT (self-paced, web-based training.) In the process I created dozens of user training manuals and other product documentation using MS Word, PowerPoint, and PageMaker. Most of these training materials had to be translated into the native language of the target country and the classroom methodology changed to accommodate the cultural differences in how people learn.
Later, I coordinated an international staff of 45 in seven countries to deliver training for multi-million dollar upgrade of IT enterprise-level applications for E-Business, Customer Support, Sales and Marketing, Supply Chain, Data Control, and Document Library of technical media (documents, tapes, CDs, videos.) As manager I was responsible for budgeting, facilities, equipment procurement, staffing, and delivery.
When Intel purchased Xircom in 2001, my team developed the training that converted everyone to the new company's systems. Within two years Intel decided to change direction (as it frequently does) and layed off most of the division, including myself.
Position: Instructional Designer
Working at the Western Regional office, I converted the Professional Development department’s 22 e-learning courses for security officers into classroom-led courses including PowerPoint presentations, instructor guides, tests, and student handouts. These were used by the existing staff of trainers to instruct security officers at their sites.In the year I was there I produced over 2000 pages of material, all delivered ahead of time and under budget (Twelve month project completed in eleven.).
Course topics included everything from "Bomb Threats" and "Crowd Control" to "Employee Harassment and Discrimination" and "Responding to a Terrorist Attack." I was developing training for security officers at U.S. ports in conjunction with Homeland Security when the company was reorganized and my position was eliminated.
4. LEARNING TREE UNIVERSITY (instructor, department chair)
As an long-time evening instructor in both the Computer and Business Departments at this 3-campus adult vocational training school, I taught introductory to advanced classes at the university in everything from DOS to Windows, and from the Microsoft Office Suite (Word, PowerPoint, Excel, Outlook, Access, Project, and Visio) to HTML, I was the “go to” teacher in practically all technical subjects. My evaluations were consistently rated as “outstanding” and I received the Outstanding Faculty Member of the Year Award two different years.
For three years, I worked as Department Chair for Computers and Business. I re-envisioned the departments based upon the needs of students to learn changing technologies by creating a 200-course curriculum, hiring 75 faculty members and raising enrollments from 3,000 to 7,400 paying students per academic semester. My efforts generated a gross annual income to the university of over $1 million/year, doubling the previous gross. By raising standards and expanding curriculum and systems, the department’s enhanced community reputation lead to our national accreditation. The company was bought out by Corinthian Colleges in 2005.
I was hired as Project Lead at this Moorpark California Testing Company to create, implement and supervise three consecutive test projects, worth over $1.5 million in income to the company, comparing quality and yields of different brands of printer cartridges on different models of LaserJet and Inkjet printers.
I took the project from “test plan” to “reality,” hiring, training, and supervising a new team of 50 from scratch who became an accomplished team of printer technicians, page inspectors, quality control inspectors, and data entry clerks. The job of most of the hired staff was to look at page after page of the same printed sheet and to log any discrepencies - such as extra ink spots, splatters, smears, etc. - especially when the cartridge began to die after several hundred pages. These anomalies were entered into a database from which I wrote a final report for the client comparing their brand against six rival cartridges.
Looking at page after page and spotting minor flaws is a form of mental cognitive dissonance (CD), and I developed a reliable pre-screening test based on Festinger's CD theories for applicants before they were hired. As a result we did not suffer a high turnover and the data collected remained consistent. The client company was happy with the results, too.
|My affiliation with the American Society for Training and Development for the past 20 years has brought me into contact with some amazing corporate trainers. I learned many useful abilities from them such as running effective meetings,coaching problem employees, avoiding sexual discrimination and harassement, and interviewing skills for managers. My experience with ASTD allowed me to be able to train others and to put together team-building seminars for local companies. One of my most successful results came from a Customer Service Week event at Xircom where we gave the employees a variety of situational challenges and puzzles to solve that tightened their sense of teamwork and also dramatically improved their interactive customer skills.|