Story:
9/18 Laps special file : watering organic passion fruits

Here is the ninth out of 18 Questions & Answers giving details of the experience :
Do your coaches organically grow "communties of passion " around new and promising iseas in the company?

Freestyle John Linchpin: Yeap. I started pretty much in an empty pool.

I mean not missing water  (that would explain the headache when diving), but missing other passionate team members to fill the water space and all lanes.

Shop floor, engineering platforms and research labs layouts skills are continually evolving,It must be the same with the methods amiming at  innovators development.

Shop floor workers as well as recognized experts cooperate are called for continuous innovation  and report best practices evolution and new discoveries to the co-operative clusters.

Trainers in charge of the initial skills transmission for new hires  follow a very detailed script to help them develop their trade.This script evolves according to the innovations made around the world. 

Coaches take care of the newly trained during what we call the ramp-up period, which will lead to official certification, if the new hire reaches the necessary quality, productivity, and autonomy stretched goals.

These coaches also coach the fellow trainers on their training skills and behavior.
Roughly 810 volunteer trainers and coaches spread over 102 sites in 40 countries are supported by a community of 1,400 workers who actively participate in idea sharing, and over 7,800 individual trainees benefit from the formal knowledge transmission. Because the trainers are volunteers from the shop floor, they remain in their daily jobs. Coaches are drawn from factory line leaders and experienced trainers.

Sponsors supplements the technical skills of these volunteers by looking for individuals with empathy and an eagerness to help and share.
Meanwhile, HR often works with the coaches to implement new training drills (documented on the community clusters . For example, in the Lat Krabang, Thailand laboratory, workers developed a blind-folded game that teaches new hires more about the aspheric design of a lens.  Swimming or rowing coaches do the same to train on bacstroke alignment.

This drill being shared with peer coaches around the world, Thai innovators get pride to discover their Brazilian colleagues pictured exercizing the same way. Maps of Best Ideas implementation are self-filled by local community members with simple forms fedding google sites waterproof scripts.
The talents of individual employees across the globe have become entangled, creating a multi-level experise web that supports the company’s daily operations.Roots are showing off that will soon drive the same way the canals of innovation and engineering developments. 

Entangled? In a sense where time and space separate neither people nor properties, like  talent. Skills transmission is creating a very resilient bond. Across different universes, eventually.
(Blurred?but not discouraging wording?...have a look to the 18 Black Holes Hack...)

The analogy with light transmission (and photons particles quantum physic) is far more profound than an old saying.
To break the code of complexity, and make it as simple as possible (but not more), you need smart observations and measures. And innovative techniques to trap knowledge (by slowing down key elements for step by step catch), know-how, key gestures and best practices elements.

Rings a bell if you paid attention to the 2012 Nobel prize in Physics.The LOFT "Co-development" (sub-marine ?) community has been designed on this  same blueprint. With a logo derived from Feynman diagrams.

Because, the organization is largely decentralized and capillary in design.
Rather than relying on expensive traveling experts and trainers, we empower operators and exerts locally. Twice each yearsponsors fund physical events that mix workers from different countries--for many, their first time traveling outside their home countries--to share ideas.

Co-Operative intelligence  tools allow most workers to share their ideas and knowledge with the overall community. Managers use this information to create ongoing Best Practices articles that they post and promote  at no cost.

 
Between the bi-annual conferences, their own experience, and the ideas translated and posted to the collaborative share space, the volunteer coaches and trainers are well equipped to help their peers.
This has largely alleviated the “brain drain” that can occur when a knowledgeable worker leaves the company.
As weel as the opposite flow of "brain feed" for the one joining or moving up the expertise ladder.

 Challenge: In developing countries, many new workers know little to nothing about ophthalmic lenses.Or hydroponia.

They are more likely to have a cell phone than a pair of goggles.
The complexity of the trade is hidden in the transparency of the lens. As swimmer stroke is hidden by the invisible interaction with the forces involced in water as a fluid.

Training and Pedagogy were supported with a key motto, explained, transmitted and leveraged across all cultures : " You (and we) don't know what you don't know ."
Innovative "mirror" techniques are used in the transmission methods in order to illuminate and solve physical paradoxes.
And to make complexity look more familiar. Building of giant mirrors is the new step where small units co-operating are giving access to a combined enlarged scope. As pictured into the James Webb telescope used for the logo of the community.