Transcript A model for the development of work

A model for the development of
work-based progression routes:
an employer, FE College and
University partnership
Dr Alison Felce
Sandra Perks
Skills Outlook
“With manufacturing and certain low-skill tasks increasingly
becoming automated, the need for routine cognitive and
craft skills is declining, while the demand for informationprocessing and other high-level cognitive and interpersonal
skills is growing.”
(OECD Skills Outlook 2013 First results from the survey of adult skills - Organisation for Economic Co-operation and
Development 2014)
25 Years
Current Situation
“There are 677,800 people of working age
living in the Black Country, of which 22%
are qualified to NVQ Level 4+ compared to
a national average of 34%. 16% of
residents have no qualifications,
considerably higher than the national rate of
10%.” (Prof Ian Oakes – Board Leader BCLEP)
The partners
Employee
/ Learner
ZFL Vision
• ZFL plan to develop an in-house ‘Training
Centre’ based on the successful Toyota
model
• The Toyota centre provides “production and
maintenance skills training to employees
across all of Toyota’s European
manufacturing operations”
Manufacturing News, Source : The Manufacturer Published : 05 Apr 2006 10:17
University of Wolverhampton Vision
• A model for working in partnership to develop accredited
WBL provision
• Input from ZFL to inform curriculum design in relevant
subject areas in University / College / UTC
• Access to case studies to use in, and to inform, taught
curriculum developments
• Short and long term placements for full-time students
• Routes into NVQs / Apprenticeships / Higher
Apprenticeships for University and College learners
• A robust case study for marketing and to inform future
business opportunities
Planned Outcomes
A mutually beneficial partnership in place
ZFL / University visions achieved
ZFL will have an empowered workforce able to plan
their own career path and meet personal and
organisational goals
ZF Lemforder
Training Centre Concept
Progression Route
What we have done:
Steps to a successful skills lab
Preliminary
Communication
Skills Mapping
Training Equipment and
Material
Training Roll-out
Training Evaluation
•Determine aims and objectives
•Communicate aims to employees to encourage engagement with the project
•Observation
•Communication with all stakeholders
•Processes
•Determine skills training requirements
•Design and produce practical exercises relevant to processes carried out
•Produce skills “Key Point” visual material to complement practical exercises
•Design self evaluation record sheets
•Recruit skills trainer
•Carry out pilot study
•Training sessions to be carried out on a regular basis
•Gather course evaluation from trainees
•Follow up trainee evaluations
•Supervisor feedback
•Company KPI’s eg Accidents, Absence, Quality, Defect Reporting
•Award Achievement to recognise success
Skills Lab at ZF Lemforder
UK Ltd
Trainees using
the fundamental
skills training
Centre.
Interaction is
strongly
encouraged to
promote the
sharing of best
practice. We
have trained in
excess of 220
employees to
date.
Targets and Results
Objective
Training of all Darlaston employees in
fundamental skills commencing with
132 production staff
Specific target
Transition from small parts to
structural parts without
compromise on safety, quality,
cost and delivery.
Training of all Solihull employees in
Supporting the customers
fundamental skills commencing with 36 schedules with 0 PPM and 0 line
production staff
stops to JLR
Carry out further training for 11
Autonomous machine setting by
potential setters on 3, 4 and 5 axis
Production setters on new
machining centres and assembly tables machinery with less reliance on
Engineering support
Target delivery date
Commencement of training
August 2013
To maintain a talent pipeline into the
business
To recruit and develop 6
production apprentices and 6
maintenance apprentices
Ongoing
Implement leadership development for
supervisors and junior managers
Nurture future talent for
succession planning through
Chartered Management Institute
(CMI) delivered by UoW
September 2014 completion
9 CMI trainees awarded Level 5
Diploma qualification.
Senior Management Leadership and
Development Programme
Lead and manage business
change whilst maintaining
employee engagement
October 2014
22 Senior and middle managers
currently undergoing a
professional development
August 2014
September 2014 completion
Achievement
To date 208 employees have
completed fundamental skills
training including 132
production staff
Fundamental Skills Training in
place to coincide with
recruitment plan.
All 11 candidates who
commenced the training have
achieved qualification with some
successfully transitioning from
assembly to machining
processes.
12 apprentices recruited and
progressing through the
qualification route.
ZFL have also been the
recipient of the Walsall Works
Large Apprenticeship Employer
of the Year Award 2013.
Capital Investment – Phase 1
• Capital Investment for Phase 1 of the project consists
of:
• £12K material cost for Darlaston Fundamental Skills
training centre
• £5K material cost for Solihull Fundamental Skills
training centre
• Salary costs for University of Wolverhampton graduate
• £19K NVQ Level 2 Performing Engineering
Operations for potential machine setters
• £12.5K CMI Leadership Development Programme
• £12K Senior Management Leadership Programme
Achievements
• Graduate in post
• Darlaston Skills Lab
• Solihull Mezzanine Skills
Area
• Positive evaluation
• TS16949 feedback
• Lab visits
• UoW Open Days
• NVQ in PEO
• CMI Leadership course –
VIP Implementation
• Management
development
• Apprenticeships
• Placements
• TQM Entry
Benefits
• Positive employee feedback
• Reduction in lost time accidents
• Improved employee perception of standard
work
• Improvement in defect management
• Tangible examples of improved systematic
visual inspection techniques
• Support for transition of skill flexibility
• Broader employee awareness of products and
processes
Model for Collaboration
Concept Model
Is it repeatable?
A context-engaged approach
Consultancy basis
Consultancy
Engagement with organisation
• Key person to take ownership
Establishing vision
• The medium / long-term goal
• Agreement of a two-year plan
Internal promotion
• Empowering individuals
Supporting delivery
Contract
• Protecting IP etc
Summary
• Employers experiencing a skills shortage which is
hampering economic recovery.
• Partnership formed to develop work based progression
route into FE and HE.
• Enabled ZFL to achieve transition in production with an
empowered workforce and to develop talent within the
company.
• Valuable case study for the development of WBL and
placements for students.
• Opportunity to implement the model across other
industries.
• Further research into collaborative models and methods
of delivery.
Questions &
Discussion