Tripled Output and Boosted Yield Through Smarter Training

When Weber Inc. reimagined its approach to training, the results spoke volumes.  
Production for one customer jumped from 110,000 to 350,000 units per week while yield climbed from 81% to 88%.   

At this year’s EATS Conference, Dave Gregory, Director of Weber Academy at Weber Inc, shared how his team achieved that transformation — and why traditional training models couldn’t get them there.  

Joined by Mike Burica, Chief Commercial Officer at WorkForge, the two unpacked how modern, engaging and role-specific learning can move the needle of productivity in weeks, not years and improve employee retention.   

Training that delivers results 

For years, Weber’s training programs were highly rated. Employees liked the classes and content. But, as Gregory admitted, “liking training isn’t the same as improving performance.” 

Weber stopped measuring satisfaction — and started measuring impact. The goal wasn’t just knowledge retention, but real productivity gains on the line: more uptime, less waste, higher yield and better employee retention.  

Weber found that even strong classroom training wasn’t enough — learners quickly lost retention after leaving the session. “When we tested people two months after training, their scores dropped back near where they started,” Gregory shared. 

Making Learning Stick Where Work Happens 

Weber transformed its approach to training by turning to WorkForge to partner on digital training modules and role-specific learning paths that keep concepts fresh and relevant long after the first session. Instead of one-size-fits-all, one-and-done training, Weber built targeted lessons for operators, technicians, and supervisors — delivered continuously, not just during onboarding. “When content isn’t curated to specific roles, it loses meaning,” said Mike Burica, Chief Commercial Officer at WorkForge. 

The shift wasn’t just digital — it was practical. QR codes on equipment can now link directly to bite-sized tutorials, visual guides, and equipment-specific videos accessible on phones or tablets. This real-time access allows employees to reinforce key skills right when they need them, turning training into immediate performance. “We’re bringing learning to where people work,” Burica added, “not expecting them to remember everything from a classroom two months ago.” 

As Dave Gregory summarized, “You can’t expect one class in someone’s first 30 days to change how they perform for the next five years. Learning has to follow them through their career.” The result: faster time-to-competency, knowledge that sticks, and performance that sustains. 

The Confidence Connection  

For Gregory, the most important outcome wasn’t just more output. It was more confidence.  

“When people feel capable and trusted to do their jobs well, they stay,” he said. “That’s what creates consistency, retention, and a culture of improvement.”  

Citing research from Zenger Folkman, Gregory shared a critical insight: employees who feel confident in their skills are 79% less likely to leave their jobs, while 89% of those who don’t feel capable are actively job-hunting. 

This link between competence and retention underscores why mastery — not mere completion — must be the focus of modern workforce development. 

What Manufacturers Can Learn from Weber’s Model  

1. Start with the metrics. Measure training by its impact on yield, uptime, and throughput — not by course completion.  
2. Keep it relevant. Build learning paths around specific roles and responsibilities.  
3. Bring it to the floor. Make content accessible where the work happens.  
4. Reinforce it often. Continuous learning drives long-term results.  
5. Invest in capability. Confident teams are productive teams.  

The Takeaway  

Weber’s success shows what happens when training stops being a classroom exercise and becomes a core business strategy.  

By connecting skill development directly to measurable outcomes — and using technology to make learning continuous — Weber and WorkForge proved that better training doesn’t just educate people.  It transforms operations.